BMBC 21: Barnsleys Local Area Agreement 2008-2011

BARNSLEY’S LOCAL AREA AGREEMENT2 0 0 8 - 2 0 11Delivering priorities for improvement across the boroughb a r n s l e yprogress through partnership

BARNSLEY’S LOCAL AREA AGREEMENT2008 - 11Final 22-07-08

INDEXFOREWORD.......................................................................9INTRODUCTION...............................................................10CONTEXTUAL OVERVIEW .............................................10NEW NATIONAL PERFORMANCE MANAGEMENTFRAMEWORK ..................................................................11NATIONAL PUBLIC SERVICE AGREEMENTS ..............11Sustainable Growth and Prosperity .......................................... 12Fairness and Opportunity for All ............................................... 12Stronger Communities and a Better Quality of Life................... 12A More Secure, Fair and Environmentally Sustainable World... 13LOCAL AREA AGREEMENTS ........................................13BARNSLEY’S SUSTAINABLE COMMUNITY STRATEGY..........................................................................................14BARNSLEY’S SUSTAINABLE COMMUNITYSTRATEGY/LAA RELATIONSHIP...................................15BARNSLEY’S LAA ..........................................................16Diagram 1: Links Between the Sustainable Community Strategy(2008-2020) and the LAA (2008-2011)............................................17PARTNER CONTRIBUTIONS..........................................18BARNSLEY’S OUTCOMES FRAMEWORK ....................19INTRODUCTION ..............................................................19THE OUTCOMES FRAMEWORK....................................19Improving the Quality of Life in our Communities: Local Physicalenvironment including quality of housing stock .........................20Improving the Quality of Life in our Communities: Protecting thecommunity from crime, disorder and other risks to their safety..20Improving the Quality of Life in our Communities: Securingprovision of facilities and amenities...........................................21Building Cohesive and Enterprising Communities.....................22Promoting the Health of the Public and narrowing HealthInequalities ...............................................................................22Securing the Wellbeing of Older and Vulnerable People in Need.................................................................................................23Securing the Wellbeing of Children, Young People and Families.................................................................................................232Index Barnsley’s Local Area Agreement 2008-11

High Performing Educational Institutions .................................. 24Economic Growth..................................................................... 24Meeting Local Transport Needs................................................ 25Building the Barnsley Brand ..................................................... 25STRATEGIC AND FINANCIAL CONTEXT ......................27INTRODUCTION...............................................................27FINANCIAL CONTEXT............................................................. 27Table 1 – 2007/08 Budgeted spend of One Barnsley Partners ...... 27Table 2: Barnsley’s ABG Allocation 2007/08 – 2010/11 ................ 28Equality and Diversity............................................................... 28Joint Strategic Needs Assessment ........................................... 28Strategic Intelligence Assessment............................................ 29Sub National Review ................................................................ 29Comprehensive Area Assessment ........................................... 30APACS..................................................................................... 30Vital Signs ................................................................................ 30IMPROVING THE QUALITY OF LIFE IN OURCOMMUNITIES: LOCAL PHYSICAL ENVIRONMENT,INCLUDING THE QUALITY OF THE HOUSING STOCK 31OVERVIEW OF THE OUTCOME .....................................31Housing Standards ...................................................................31Limiting and Adapting to Climate Change .................................32Waste Minimisation and Recycling............................................32The Built and Natural Environment ...........................................33OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENT..............33Carbon Management - CO² Emissions......................................33Cleanliness ...............................................................................35Quality of Green and Public Open Spaces................................35Quality of the Housing Stock.....................................................35Condition of Roads and Footways ............................................36Private Space and Enforcement................................................37Key Strategies: .........................................................................37HOW WILL THIS OUTCOME BE MEASURED? .............38IMPROVING THE QUALITY OF LIFE IN OURCOMMUNITIES: BY PROTECTING THE COMMUNITYFROM CRIME, DISORDER AND OTHER RISKS TOSAFETY............................................................................413Index Barnsley’s Local Area Agreement 2008-11

OVERVIEW OF THE OUTCOME .....................................41Crime ....................................................................................... 41Anti-Social Behaviour ............................................................... 41Arson Reduction....................................................................... 42Youth Offending ....................................................................... 42Domestic Abuse ....................................................................... 42Hate Crime............................................................................... 42Drugs and Alcohol.................................................................... 43Offender Management ............................................................. 43Road Safety ............................................................................. 44Emergency Preparedness ........................................................ 44OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENT ..............44Crime ....................................................................................... 44Anti-Social Behaviour ............................................................... 45Offender Management ............................................................. 46Youth Offending ....................................................................... 46Prevention: ........................................................................................... 46Work with Young People in the Youth Justice System: ....................... 47Domestic Abuse ....................................................................... 47Drugs and Alcohol.................................................................... 474Arson ........................................................................................48Road Safety..............................................................................48Emergency Preparedness.........................................................49Strategies: ................................................................................50HOW WILL THIS OUTCOME BE MEASURED? .............51IMPROVING THE QUALITY OF LIFE IN OURCOMMUNITIES: SECURING THE PROVISION OFFACILITIES AND AMENITIES .........................................56OVERVIEW OF THE OUTCOME .....................................56Our Approach: What are we currently trying to do to deliverimprovement.............................................................................57Improving Physical Activity........................................................57Participation in Heritage............................................................58Participation in Arts...................................................................58Participation in Culture..............................................................58Strategies: ................................................................................58HOW WILL THIS OUTCOME BE MEASURED? .............59BUILDING COHESIVE AND ENTERPRISINGCOMMUNITIES ................................................................60Index Barnsley’s Local Area Agreement 2008-11

OVERVIEW OF THE OUTCOME .....................................60OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENT ..............61Social Inclusion ........................................................................ 62Community Cohesion ............................................................... 62Building Social Capital and Encouraging Enterprise................. 63Support to the Third Sector ...................................................... 65Strategies:................................................................................ 65HOW WILL THIS OUTCOME BE MEASURED?..............66IMPROVING THE HEALTH OF THE PUBLIC ANDNARROWING HEALTH INEQUALITIES..........................68OVERVIEW OF THE OUTCOME .....................................68High Levels of Ill Health............................................................ 68Life Expectancy........................................................................ 68Lifestyle Choice........................................................................ 68OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENT ..............69Smoking ................................................................................... 69Sexual Health ...........................................................................70Obesity .....................................................................................70Diet and Nutrition ......................................................................71Physical Activity ........................................................................72Mental Wellbeing ......................................................................72Strategies: ................................................................................72HOW WILL THIS OUTCOME BE MEASURED? .............73SECURING THE WELLBEING OF OLDER ANDVULNERABLE PEOPLE IN NEED ..................................75OVERVIEW OF THE OUTCOME .....................................75Local Context............................................................................76OUR APPROACH – WHAT WE ARE CURRENTLYDOING TO DELIVER IMPROVEMENTS..........................77Strategies .................................................................................80HOW WILL THIS OUTCOME BE MEASURED? .............81SECURING THE WELLBEING OF CHILDREN, YOUNGPEOPLE AND FAMILIES.................................................835Index Barnsley’s Local Area Agreement 2008-11

OVERVIEW OF THE OUTCOME .....................................83Population Context ................................................................... 83The Well-being of Barnsley’s Children and Young People........ 83Barnsley’s Children and Young People’s Plan is based on the 5outcomes of the Every Child Matters agenda: .......................... 83Advanced Learning Centres and Rebuilding Barnsley College .95University Centre Barnsley........................................................96Strategies: ................................................................................96HOW WILL THIS OUTCOME BE MEASURED? .............97OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENT ..............84The Challenge.......................................................................... 85Delivery at the local level.......................................................... 86Key Strategies:......................................................................... 87HOW WILL THIS OUTCOME BE MEASURED?..............87HIGH PERFORMING EDUCATIONAL INSTITUTIONS ...92OVERVIEW OF THE OUTCOME .....................................92OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENT ..............94Learner First............................................................................. 95Collaborative Working .............................................................. 95Children’s Centres and Primary School Redevelopment .......... 956ECONOMIC GROWTH.....................................................98OVERVIEW OF THE OUTCOME .....................................98OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENT..............99Employment and worklessness.................................................99Business start -up and survival .................................................99Focus on growth sectors...........................................................99Increase productivity/innovation/research and development/skills...............................................................................................100Strategies ...............................................................................101HOW WILL THIS OUTCOME BE MEASURED? ...........102MEETING LOCAL TRANSPORT NEEDS......................104OVERVIEW OF THE OUTCOME ...................................104Index Barnsley’s Local Area Agreement 2008-11

Recent Achievements: ........................................................... 105OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENT? ..........106Tackling Congestion............................................................... 106Improving Public Transport..................................................... 107Improving Accessibility ........................................................... 107Improving Economic Linkages................................................ 108Linked Strategies:................................................................... 109HOW WILL THIS OUTCOME BE MEASURED?............110BUILDING THE BARNSLEY BRAND ............................111Overview of the Outcome....................................................... 111OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENT ............113Public Satisfaction:................................................................. 113Branding:................................................................................ 113Communication: ..................................................................... 113Public Satisfaction:................................................................. 113Delivering a Positive Customer Experience....................................... 113Improvement through Consultation and Participation ........................ 1147Branding .................................................................................115Communication.......................................................................115Effective Communication – Raising Awareness .................................115HOW WILL THIS OUTCOME BE MEASURED? ...........116PERFORMANCE MANAGING BARNSLEY’S LAA.......117INTRODUCTION ............................................................117RESPONSIBILITY AND ACCOUNTABILITY ................117One Barnsley Board................................................................117LAA Delivery Group ................................................................118LSP Delivery Partnerships ......................................................118Individual Agencies.................................................................118BMBC Performance Improvement Unit ...................................119DATA QUALITY AND DATA EXCHANGE ....................119IMPROVEMENT TARGETS AND ACTION PLANNING 120MONITORING AND REVIEW.........................................120Index Barnsley’s Local Area Agreement 2008-11

CONCLUSION ................................................................122TECHNICAL ANNEX – THE NATIONAL INDICATOR SET........................................................................................123GLOSSARY ....................................................................1668Index Barnsley’s Local Area Agreement 2008-11

FOREWORDAs Chair of One Barnsley, the umbrella body for partnership working inBarnsley, the new style Local Area Agreement represents anopportunity for all partners to work together over the next 3 years todeliver the key improvement priorities for the Borough. All partnershave been pro-actively involved in determining the priorities, negotiatingthe targets with Government, and identifying the necessary actions –now the challenge is to work together to deliver against the targets toachieve improved outcomes for the residents of the Borough.The LAA sets out the improvement priorities for the next 3 years – forthe Council working alone or in partnership – alongside the indicatorsand targets we will be using to measure progress and show we aremaking a difference.The LAA will help to achieve the vision and ambitions of the Borough,as set out in the Sustainable Community Strategy 2008-20, and make asignificant contribution towards place shaping the future of the Borough.The Council and its partners fully embrace the Government’s newnational performance management framework and recognise thecentrality of the Local Area Agreement as the cornerstone of deliveringimprovements across the Borough. The LAA is strongly focused onlocal priorities being delivered by local partners for local people, whichmeans doing things differently and/or doing different things to achievebetter outcomes faster. The achievement of the agreed outcomes willdepend upon innovation, commitment and effective partnershipworking, as well as a determination to make a difference to people’slives.Barnsley’s LAA is about Barnsley’s priorities – some of which havebeen ‘designated’ with Central Government – and reflect our ambitionsfor the Borough and the outcomes agreed and signed up to by allpartners. This gives all partners an opportunity to work together for thebenefit of the Borough and deliver the agreed improvements over thenext 3 years.Councillor Stephen Houghton, Leader of the CouncilChair of One BarnsleyJune 2008Phil CoppardChief ExecutiveBarnsley Metropolitan Borough CouncilJune 20089Foreword Barnsley’s Local Area Agreement 2008-11

INTRODUCTIONThis is Barnsley’s first new-style Local Area Agreement covering theperiod April 2008 – March 2011. Whilst Barnsley was a pilot areaunder the old style LAA’s, the requirements and importance of the newstyleLAAs are much more significant as part of a new way of working,both at a national and local level. All partners have been pro-activelyengaged in the development of this document, particularly with regardto the determination of the improvement priorities, the indicators andtargets to measure progress, and the agreed actions to help deliver theimprovements over the next 3 years. Many are specifically signed up todeliver the agreed targets.This LAA is central to Barnsley’s future, its place in the world and thedelivery of improved outcomes for local residents. It reflects a lot ofhard work, energy and commitment to change. However, the easy parthas now been done – the challenge going forward is to deliver theimprovements, make a difference, achieve better outcomes and makeBarnsley a better place to live, work and visit to achieve the challenging2020 vision it has set itself.CONTEXTUAL OVERVIEWIn October 2006, the Government published its Local GovernmentWhite Paper – Creating Strong, Safe and Prosperous Communities –with a view to creating a new settlement between Central Government,Local Government and citizens made up of the followingcharacteristics:-10• a recognition that every place is different, with different needs andpriorities;• a commitment to extend the involvement of local communities inshaping their own future;• an enhanced role for local authorities as strategic leaders, workingmore closely with local partners, principally via Local StrategicPartnerships (LSPs);• a focus on coordinated action tailored to the distinctive needs andopportunities of each place and its people;• an emphasis on delivering improved outcomes for local people.This represented a radical agenda for change, a new relationshipbetween Central Government and local partners and a shift towardsgreater local discretion, alongside an even greater emphasis onefficiency, and customer and citizen engagement. Overall, the principalaims of the White Paper were to enable effective local services, createbetter places and have better governance arrangements that achievehigher levels of satisfaction from customers.The Local Government and Public Involvement in Health Act 2007received Royal Assent on 30 October 2007 and created a range of newduties and responsibilities on Local Authorities, working alone or inpartnership, and partners, to deliver improved outcomes for localresidents. Many of these new duties and responsibilities are within thenew national performance management framework, alongside changesIntroduction Barnsley’s Local Area Agreement 2008-11

designed to improve governance, empowerment and communitycohesion at a local level.All partners within One Barnsley welcome the national changes and arecommitted to making them work effectively for the benefit of Barnsleyas a whole.NEW NATIONAL PERFORMANCEMANAGEMENT FRAMEWORKThe new national performance framework, stemming from the LocalGovernment White Paper and the resulting Local Government andPublic Involvement in Health Act 2007, is underpinned by a number ofkey characteristics, these are:-• reducing the reporting and regulatory burden;• creating a more streamlined and proportionate performancemanagement and assessment regime;• emphasis on local partners delivering local priorities;• a stronger emphasis on partnership working, efficiency and valuefor money.The key elements of the new national performance managementframework are:-• A requirement to produce a Sustainable Community Strategy(formerly known as the Barnsley Community Plan) to set out thevision and ambitions for the area over the longer term.• A statutory requirement for a Local Area Agreement in each area,with a requirement for all partners to cooperate in delivering the ‘upto 35’ improvement targets for each area.• The introduction of a new National Indicator Set of 198, replacingthe multitude of existing indicators.• An amended Best Value duty for Best Value authorities, with arelaxation of previous requirements, and a new Duty to Involve,inform and consult.• The introduction of the Comprehensive Area Assessment (CAA) forpartners to replace the existing Comprehensive PerformanceAssessment (CPA) framework for Local Authorities.All of the above will enable a greater emphasis to be placed ondelivery, facilitate sector-led improvement support rather thanburdensome inspection, and enable a focus on achieving betteroutcomes.NATIONAL PUBLIC SERVICE AGREEMENTSAs part of the national performance management framework, andannounced as part of the Comprehensive Spending Review 2007(CSR07), the Government have set a number of national Public ServiceAgreements (PSAs) for national achievement over the period 2008-11.11Introduction Barnsley’s Local Area Agreement 2008-11

These reflect the main Government priorities, many of which will bemeasured by the National Indicator Set and delivered locally by LocalAuthorities and partner organisations. The national PSA’s arecategorised under the themes of sustainable growth and prosperity,fairness and opportunity for all, stronger communities and a betterquality of life, and a more secure, fair and environmentally sustainableworld.The national PSA’s relevant to Local Authorities and partners are:-Sustainable Growth and Prosperity• PSA 2 – Improve the skills of the population, on the way to ensuringa world-class skills base by 2020.• PSA 5 – Deliver reliable and efficient transport networks thatsupport growth.Fairness and Opportunity for All• PSA 8 – Maximise employment opportunity for all.• PSA 9 – Halve the number of children in poverty by 2010-11, on theway to eradicating child poverty by 2020.• PSA 10 – Raise the educational achievement of all children andyoung people.• PSA 11 – Narrow the gap in educational achievement betweenchildren from low income and disadvantaged backgrounds and theirpeers.• PSA 12 – Improve the health and wellbeing of children and youngpeople.• PSA 13 – Improve children and young people’s safety.• PSA 14 – Increase the number of children and young people on thepath to success.• PSA 15 – Address the disadvantage that individuals experiencedbecause of their gender, race, disability, age, sexual orientation,religion or belief.• PSA 16 – Increase the proportion of socially excluded adults insettled accommodation and employment, education or training.• PSA 17 – Tackle poverty and promote greater independence andwellbeing in later life.Stronger Communities and a Better Quality of Life• PSA 18 – Promote better health and wellbeing for all.• PSA 19 – Ensure better care for all.• PSA 20 – Increase long term housing supply and affordability.• PSA 21 – Build more cohesive, empowered and activecommunities.• PSA 23 – Make communities safer.• PSA 25 – Reduce the harm caused by alcohol and drugs.12Introduction Barnsley’s Local Area Agreement 2008-11

• PSA 26 – Reduce the risk to the UK and its interests overseas frominternational terrorism.A More Secure, Fair and Environmentally Sustainable World• PSA 27 – Lead the global effort to avoid dangerous climate change.• PSA 28 – Secure a healthy natural environment for today and thefuture.Where the indicators within the National Indicator Set do not directlyrelate to the national PSA’s, they are clearly aligned to DepartmentalStrategic Objectives set by each Government Department nationally.This is the national context in which Government Departments havebeen negotiating LAA’s in each area in order to deliver nationalimprovement against either the agreed national PSA’s and/orDepartmental Strategic Objectives.LOCAL AREA AGREEMENTSNew-style Local Area Agreements are at the heart of the new nationalperformance management framework. It is the only place whereGovernment will agree targets with a Local Authority, as a result of anegotiation between Central Government, Local Authority and partners,about the delivery of the Sustainable Community Strategy on the onehand, and national priorities as expressed by the National Indicator Seton the other.Barnsley Council has a duty to prepare a Local Area Agreement, andensure that appropriate performance management arrangements are inplace, whilst the following partners have a ‘Duty to Cooperate’ indetermining the LAA targets and a specific ‘Duty to Have Regard’ indelivering the Local Area Agreement priorities and targets:-• Arts Council• The Broads Authority• Chief Officer of Police• District Authorities• English Heritage• The Environment Agency• Fire and Rescue Authorities• Health and Safety Executive• The Highways Agency• Jobcentre Plus• Joint Waste Authorities• Joint Waste Disposal Authorities• The Learning and Skills Council in England• Local Probation Boards• Metropolitan Passenger Transport Authorities13Introduction Barnsley’s Local Area Agreement 2008-11

• Museums, Libraries and Archives Council• National Park Authorities• Natural England• NHS Foundation Trusts• NHS Health Trusts• Police Authorities• Primary Care Trusts• Probation Trusts and other providers of probation services• Regional Development Agencies• Sport England• Transport for London• Youth Offending Teams• Any other organisations added by an order under Section 104(7) ofthe Act.LAA’s are also about providing a framework for delivering local prioritiesin response to local circumstances and local needs, and identifyinginnovative solutions to bring about improvement that is mostappropriate to that individual area. Working smarter, more efficientlyand in different ways are central to the operation and delivery of eachnew-style LAA, albeit tailored to each area.BARNSLEY’S SUSTAINABLE COMMUNITYSTRATEGYEach area is now required to have a Sustainable Community Strategy(SCS) which sets out the overall strategic direction and long term visionfor the economic, social and environmental well-being of a local area.In particular, each SCS tells the story of a place and outlines the visionand ambitions for the long term future of an area.Barnsley’s SCS for 2008-2020 outlines the vision and ambitions for theBorough. These have been signed up to by all partners within theLocal Strategic Partnership, and represent a clear direction for thefuture of the Borough. It recognises the increasing importance of thesustainability agenda, reflecting the five principles of the UKSustainable Development Strategy 2005:-• living within environmental limits;• a strong, healthy and just society;• achieving a sustainable economy;• promoting good governance; and• using sound science responsibly.The Sustainable Community Strategy was subject to extensiveconsultation following a fundamental review of the previous BarnsleyCommunity Plan, reflecting the views of a number of stakeholders. It14Introduction Barnsley’s Local Area Agreement 2008-11

was also subject to a favourable sustainable development proofing byGovernment Office for Yorkshire and Humber (GOYH).The vision for the Sustainable Community Strategy is-:A successful, uniquely distinctive 21 st Century market town atthe centre of a Borough that offers prosperity and a high qualityof life for all.The ambitions for the SCS are:-AMBITION 1 – Our communities are attractive, clean and sustainableplaces to live.AMBITION 2 – Barnsley is one of the safest towns in Yorkshire.AMBITION 3 – Barnsley offers varied and exciting cultural opportunitiesto all.AMBITION 4 – Barnsley is recognised for its community spirit anddiversity.AMBITION 5 – Barnsley people are healthier and live longer – addinglife to years and years to life.AMBITION 6 – Enabling adults to have healthy and fulfilling lives.AMBITION 7 – Barnsley children and young people – aiming high,enjoying life and seizing opportunity.AMBITION 8 – 21st century environments for 21st century learning,enterprise, skills and services.AMBITION 9 – Building a prosperous and sustainable local economy.AMBITION 10 - Barnsley has a high performing integrated transportsystem.AMBITION 11 – Promote Barnsley, at home and abroad, as a greatplace to live, work and visit.BARNSLEY’S SUSTAINABLE COMMUNITYSTRATEGY/LAA RELATIONSHIPThe Barnsley SCS sets out the long term vision and ambitions for theBorough over the next 12 years – where partners want the Borough tobe as part of the regional, national and international context – whilst theLAA is the delivery plan for the next 3 years, to contribute towards theachievement of the vision and ambitions over the long term but,importantly, deliver improvement in those areas which are short tomedium term priorities for the Borough and/or require a step change inperformance.The relationship between the SCS and LAA for Barnsley has beencarefully considered to ensure that they are complementary to support15Introduction Barnsley’s Local Area Agreement 2008-11

the short, medium and long term priorities for the Borough. Diagram 1on the next page illustrates the links and inter-relationship between thetwo key documents. Essentially, the vision and ambitions reflect wherepartners want Barnsley to be in 2020, whilst the outcomes are whatpartners want to achieve over the next 3 years, by delivering theimprovement priorities and targets within the LAA.It is important to note that the Local Area Agreement is principallyfocused upon the Local Authority, working alone or in partnership, todeliver improvements in an area. This means that there is some othermainstream activity and improvement being delivered by partners thatlegitimately sits outside of the LAA but will still make an importantcontribution to the quality of services delivered by partner agencies.These will be subject to separate accountability and assessment toGovernment and other stakeholders.However, the LAA is the principal performance management documentfor the next 3 years for the Council working alone or in partnership withother local, regional and national partners. Moreover, it will be acrucially important document to drive improvement across the Boroughand as a tool for delivering the long term vision and ambitions forBarnsley.BARNSLEY’S LAABarnsley’s LAA is strongly based on fostering effective partnershipengagement to deliver improved outcomes for Barnsley. The LAA isstructured around an agreed Outcomes Framework (see next section)as the basis for determining the improvement priorities for the Boroughand achieving the ambitions of the Sustainable Community Strategy.The LAA is the key delivery plan for the next 3 years and includes arange of priorities, indicators and targets to meet the needs of theBorough for 2008-11. It will also be the principal performancemanagement document for both the Council and its partners.Whilst the legal requirement is to agree up to 35 improvement targetswith Central Government, the approach taken by LSP partners hasbeen to identify more than 35 improvement priorities given thechallenges faced by the Borough and the ambitions set out for thefuture of the Borough within the Sustainable Community Strategy. As aresult, whilst 30 targets have been agreed and ‘designated’ withGovernment, the LAA also includes numerous ‘non-designatedindicators’, identified from the National Indicator Set or from locallydetermined measures. All of these have targets (with some exceptionsgiven the lack of baselines) to deliver the agreed improvement prioritieswhich partners have signed up to. More broadly, performance acrossall of the National Indicator Set of 198 has a degree of importancegiven that this will be the overall basket of performance andassessment of progress.16Introduction Barnsley’s Local Area Agreement 2008-11

Diagram 1: Links Between the Sustainable Community Strategy (2008-2020) and the LAA (2008-2011)VISIONA successful, uniquely distinctive 21 st century market town at the centre of a borough that offers prosperity and a high quality of life for all.Ambitions for the Borough 2008-2020Ambition 1Ambition 2Ambition 3Ambition 4Ambition 5Ambition 6Ambition 7Ambition 8Ambition 9Ambition 10Ambition 11SCSOurcommunitiesare attractive,clean andsustainableplaces to liveBarnsley isone of thesafest townsin YorkshireBarnsleyoffers variedand excitingculturalopportunitiesto allBarnsley isrecognisedfor itscommunityspirit anddiversityBarnsleypeople arehealthier andlive longer –adding life toyears andyears to lifeEnablingadults to havehealthy andfulfilling livesBarnsley'schildren andyoung people– aiming high,enjoying lifeand seizingopportunity21 st Centuryenvironmentsfor 21 stCenturylearning,enterprise,skills andservicesBuilding aprosperousandsustainablelocaleconomyBarnsley hasa highperformingintegratedtransportsystemPromoteBarnsley, athome andabroad, as agreat place tolive, work andvisitOutcome 1Outcome 2Outcome 3Outcome 4Outcome 5Outcome 6Outcome 7Outcome 8Outcome 9Outcome 10Outcome 11LAAImproving thequality of lifein ourcommunities– Localphysicalenvironmentincludingquality ofhousing stockImproving thequality of lifein ourcommunities– Protectingthecommunityfrom crime,disorder andother risks totheir safetyImproving thequality of lifein ourcommunities– Securingprovision offacilities andamenitiesBuildingcohesive andenterprisingcommunitiesPromoting thehealth of thepublic andnarrowinghealthinequalitiesSecuring thewellbeing ofolder andvulnerablepeople inneedSecuring thewellbeing ofchildren,young peopleand familiesHighperformingeducationalinstitutionsEconomicgrowthMeeting localtransportneedsBuilding theBarnsleybrandOutcomes for the Borough 2008-11Improvement Priorities for Barnsley 2008-2011 [BMBC working alone or in partnership]Other partnerstrategies andimprovement outsideof the LAAIndicators and targets to deliver and measure improvements and achieve better outcomes for local people17Introduction Barnsley’s Local Area Agreement 2008-11

PARTNER CONTRIBUTIONSUnder the leadership of the One Barnsley LSP Board, all partners havebeen actively engaged in the development, negotiation and agreementof the improvement priorities and targets within the LAA. Eachimprovement priority specifies which partners have ‘signed up’ to whichtarget, and which partner will take the lead responsibility andaccountability for its delivery. Moreover, the action plans for eachOutcome will outline what action will be taken, by which agency andwhen during 2008/09 and beyond. More broadly, the nine DeliveryPartnerships within One Barnsley will ensure that partners worktogether on a thematic basis to deliver the actions in order to achievethe priorities and related targets.that new ways of working will be required – especially in areas such asreducing child poverty and reducing carbon emissions - in order todeliver the better and faster outcomes required, and integrate the LAApriorities within the mainstream business of all partners.Central to the effective delivery of the LAA will be clear and transparentperformance management arrangements. The ‘Performance ManagingBarnsley’s LAA’ section describes the agreed approach to performancemanagement, the roles and responsibilities of the various groups withinthe LSP, and the monitoring and review arrangements to ensure thatthe LAA improvement priorities and targets are delivered. The LAADelivery Group will play a key role in providing overall coordination andliaison with partners and external stakeholders.Overall, the ‘Duty to Cooperate’ and the ‘Duty to have Regard’ providea positive lever of influence to facilitate the engagement of partners andfoster the sharing of expertise, energies and resources to deliver theagreed improvement priorities and targets. There is also a recognition18Introduction Barnsley’s Local Area Agreement 2008-11

BARNSLEY’S OUTCOMES FRAMEWORKINTRODUCTIONEach member of One Barnsley has agreed and signed up to anOutcomes Framework, setting out what outcomes partners arecommitted to delivering for the Borough. This sets a clear andunambiguous framework for all strategies and plans to contributetowards, and represents Barnsley’s equivalent of the national PublicService Agreements (PSA’s) set by the Government nationally for thenext 3 years.The Outcomes Framework is being used by the Council tofundamentally review its current activity and use of resources to betterdeliver against the outcomes, whilst partners have clearly identifiedtheir individual and collective contributions to the achievement of theoutcomes over the next 3 years. Moreover, the Outcomes Frameworkhas been used to determine the improvement priorities for the next 3years and the key indicators and targets to measure theseimprovement priorities.Each of the national performance indicators within the NationalIndicator Set of 198 have been brigaded against each of the outcomesto ensure that all partners are aware of how the outcome will bemeasured to see how much progress has been made over the period2008-11. In addition, a small number of bespoke local indicators will beused to measure progress where the relevant national indicator is felt tobe inappropriate.THE OUTCOMES FRAMEWORKThe Outcomes Framework consists of the following outcomes forBarnsley:-• Improving the Quality of Life in our Communities: Local Physicalenvironment including quality of housing stock.• Improving the Quality of Life in our Communities: Protecting thecommunity from crime, disorder and other risks to their safety.• Improving the Quality of Life in our Communities: Securingprovision of facilities and amenities.• Building Cohesive and Enterprising Communities.• Promoting the Health of the Public and narrowing HealthInequalities.• Securing the Wellbeing of Older and Vulnerable People in Need.• Securing the Wellbeing of Children, Young People and Families.• High Performing Educational Institutions.• Economic Growth.• Meeting Local Transport Needs.• Building the Barnsley Brand.19Barnsley’s Outcomes Framework Barnsley’s Local Area Agreement 2008-11

The next section provides a brief overview of each of the outcomes,why it is important to Barnsley and the improvement prioritiesdetermined for the next 3 years. Pages 31-116 provide a detailedoverview of the improvement priorities for each outcome and how theywill be measured, with signposting to other key strategies.Improving the Quality of Life in our Communities: LocalPhysical environment including quality of housing stockThis Outcome is focused on improving the quality of life of all residentsby improving the built environment. This includes the quality andaccessibility of green and open spaces and the wider public realm, itscleanliness and maintenance, as well as the availability, accessibilityand affordability of housing across the Borough. The Outcome alsoincludes the regulation and maintenance of buildings, roads,infrastructure and the environment, as well as looking ahead to thesustainability of the Borough through the minimisation and recycling ofwaste, and a reduction in carbon emissions.This Outcome has an impact on everyone’s day to day lives andexperiences, both in the short and long term, and is often an area thatresidents consistently view as a very high priority for improvement.Moreover, performance in this Outcome can shape the delivery of otherOutcomes - such as improved health in terms of peoples day to dayexperiences and behaviours - so underpins partner activity across arange of areas.20The priorities in the Outcome for the next 3 years are:-• Quality of housing stock.• Condition of roads and footways.• Carbon management - CO² emissions (sustainable use ofresources).• Cleanliness.• Quality of green and public open spaces.• Private space and enforcement.Improving the Quality of Life in our Communities: Protectingthe community from crime, disorder and other risks to theirsafetyThis Outcome is focused upon the safety of people’s day to day lives.It includes a range of personal and community safety issues, with anemphasis on prevention, regulation, enforcement and treatment as partof a balanced approach to the prevention and reduction of crime,disorder and other risks to people’s safety. Central to this Outcome iscommunity safety and the reduction of crime and disorder,encompassing crime, fear of crime, anti-social behaviour and drugrelated issues, which has been the subject of an excellent track recordof partnership working for a number of years. This has resulted in apositive impact on actual crime and an increasing recognition that antisocialbehaviour and fear of crime are now much more significantchallenges and experiences on people’s day to day lives. Arson,Barnsley’s Outcomes Framework Barnsley’s Local Area Agreement 2008-11

domestic abuse and alcohol related disorder also continue to representkey risks to the population of the Borough.Improving road safety remains a high priority, as the numbers of peoplekilled or seriously injured in Barnsley, though reducing, remains toohigh. More recently, emergency preparedness and civil protectionarrangements have taken on a new level of importance given theimpact of the 2007 (two separate occasions) and 2008 floods in theBorough, and the continued threat of terrorism nationally.The priorities for improvement in this Outcome for the next 3 yearsare:-• Anti-social behaviour/fear of crime/public perception• Assault• Road safety• Offender management• Domestic abuse• Arson• Emergency preparedness• Drug users in treatment.Improving the Quality of Life in our Communities: Securingprovision of facilities and amenitiesThis Outcome is focused upon the availability, accessibility andaffordability of local facilities and amenities across the Borough andwithin neighbourhoods. It is about improved choice, access and qualityof facilities and amenities such as shops, libraries, leisure centres,theatres and other provision to enhance the quality of people’s day today lives. This Outcome is closely aligned to many others such as thebuilt environment, adult well-being and the well-being of children, youngpeople and families – to support happy and fulfilled lives.Central to the delivery of this Outcome is the provision of cultural andsporting activities to facilitate enhanced participation, engagement andenjoyment by as many people as possible, through a diverse and richoffering to meet differing needs, preferences and abilities. Provision inthis area has historically been variable and under-resourced and, morerecently, subject to improvement activity, which the LAA will look tobuild upon and enhance.The priorities for improvement in this Outcome for the next 3 yearsare:-• Participation in physical activity and sport• Participation in cultural activities• Participation in arts.21Barnsley’s Outcomes Framework Barnsley’s Local Area Agreement 2008-11

Building Cohesive and Enterprising CommunitiesThis Outcome recognises that cohesive and enterprising communitiesare more likely to be built if they are supported by active, engaged andempowered citizens working in partnership with public agencies andelected representatives.Work in this area focuses upon effective community engagement andwork with the third sector to support strong, active, empowered andinclusive communities, who are informed, involved and directlycontributing to the ‘place shaping’ of their communities.The priorities for improvement in this Outcome for the next 3 yearsare:-• Diversity - Community Cohesion• Building social capital - community engagement,neighbourhoods, active citizenship• Support to the third sector• Promote social justice and inclusion - social inclusionframework, financial inclusion, community development• Encourage Enterprise.Promoting the Health of the Public and narrowing HealthInequalitiesThis Outcome focuses on the health and well-being of the population,with an emphasis on promoting public health of the wider populationand reducing the health inequalities between Barnsley and the rest ofthe country, and to narrow the gap between different neighbourhoodsacross the Borough. Improving health and well-being requires a dualapproach - focusing on both individual behavioural change, and onBorough wide action for a healthier environment. At an individual levelit is about enabling residents to do things for themselves andencouraging lifestyle changes. At a Borough wide level, it is aboutdeveloping a health enhancing environment, one where it is easier forpeople to lead a healthy lifestyle.The Outcome also includes the efforts to improve physical activity as aprecursor for an active lifestyle, potentially graduating to sport andactive recreation, and the regulatory activity to protect the wider publichealth agenda, including food safety, air pollution, noise pollution andpest control.The priorities for improvement for this Outcome for the next 3 yearsare:-• Smoking• Sexual health• Obesity22• Diet and nutritionBarnsley’s Outcomes Framework Barnsley’s Local Area Agreement 2008-11

• Physical activity• Mental wellbeing.Securing the Wellbeing of Older and Vulnerable People in NeedThis outcome focuses on improving the well-being of older andvulnerable adults, particularly those in need, with an emphasis onincreasing independence, choice and quality of services.The outcome is not only focused upon health and social care provision,but also identifies the need to improve and co-ordinate other leadservices for older and vulnerable people to improve their quality of life.The priorities for improvement for this Outcome for the next 3 yearsare:-• Improved health & emotional well-being• Improved quality of life• Making a positive contribution• Increased choice & control• Freedom from discrimination and harassment• Economic well-being• Maintaining personal dignity and respectSecuring the Wellbeing of Children, Young People and FamiliesThis outcome is central to the future of the Borough, and the prospectsfor children and young people, as reflected in the Children and YoungPeople’s Plan (CYPP) (2008-2011). There are high aspirations for allBarnsley’s children and young people to be in the best of health; feelsafe wherever they are; enjoy leisure time positively; achieve well atschool, college, in training, and at university; and contribute to decisionmakingand support the community and environment whilstunderstanding their rights and responsibilities so that they can enteradulthood, able to support themselves, contribute to the community andbe free from poverty. This is facilitated by supporting each child, youngperson and their family through the provision of high quality servicesand the drive for excellence.The LAA and CYPP will act as the catalyst for this change, harnessinga multi agency approach towards continual service improvement andthe delivery of better outcomes for children, young people and theirfamilies within Barnsley.The priorities for improvement for this outcome over the next 3 yearsrelate to the 5 outcomes of the Every Child Matters Agenda andCYYP:-• Being healthy• Staying safe• Enjoying and achieving23Barnsley’s Outcomes Framework Barnsley’s Local Area Agreement 2008-11

• Making a positive contribution• Achieving economic wellbeing.High Performing Educational InstitutionsHistorically in Barnsley, attainment levels have been well belowaverage and very few young people and adults attended college orprogressed into higher education. Whilst this can be partly attributed tothe loss of the industrial base, poor employment opportunities andconsequent deprivation experienced by the borough, there were alsofactors relating to the effectiveness of the leadership and managementof schools and the quality of teaching and learning experiences withinthe borough.The main priority of this outcome is to provide high performing learninginstitutions that meet the needs of the Barnsley community in the 21 stcentury. In doing so, Barnsley and its people need to embed a life-longlearning culture, embracing the Remaking Learning agenda.Remaking Learning aims to secure the transformation of learningprovision and includes: primary and secondary re-organisation, wraparoundchild care and family services available at a local level, togetherwith a relevant curriculum for children, young people and adults,improved teaching and learning, effective leadership and governance.This is beginning to have a major impact on results and provision.The priorities for improvement for this outcome over the next 3 yearsare:-• Children’s Centres,• Primary School redevelopment,• Building Schools for the Future,• Barnsley College redevelopment,• Barnsley University Centre.Economic GrowthThe focus of this Outcome is on building a stronger, sustainableeconomy to realise the vision for a 21 st Century Market Town. TheBarnsley economy is now back to the size it was 25 years ago but theGrowth Plan has identified a need to accelerate growth so Barnsley canreach the size it should be in order to contribute fully to the regionaleconomic agenda. At a neighbourhood level it is about working withindividuals and facilitating their transition into the mainstream labourmarket; at a wider level, it is about ensuring the necessary structure isin place to enable firms to access all the support and advice needed tomanage the growth and development of their business.As a result, the emphasis is on increasing employment, partly byworking with the huge numbers of out of work people in Barnsley,developing and growing enterprises, and raising the skills levels of thepopulation.24Barnsley’s Outcomes Framework Barnsley’s Local Area Agreement 2008-11

The priorities for improvement are:• Employment rate,• Worklessness, in particular Incapacity Benefit Claimants,• Increase productivity/ innovation/ research and development/skills,• Business start up and survival,• Focus on growth sectors.Meeting Local Transport NeedsThis outcome is central to the sustainability of the Borough given itsposition within the Sheffield and Leeds City Regions and theLeeds/Sheffield/Manchester ‘golden triangle’. By 2050 the vision forthe City Region is to have created a pivotal international businesslocation and one of the most successful city regions in the North ofEngland.However, meeting local transport needs is not just about economicgrowth - how people get around and access services affects everyone’squality of life whether they are getting to work or just doing theshopping. Economic growth can and does have negative effects too.Increasing car ownership and a decline in public transport usage hasadverse effects on the wear and tear on roads, air quality, energyconsumption and road safety. Therefore the transport agenda facessomething of a significant challenge and something of a dichotomy –from improving and increasing transport infrastructure to sustaineconomic growth on the one hand, whilst working hard to minimise theimpact on the environment on the other.The priorities for improvement for this outcome over the next 3 yearsalign very closely to the South Yorkshire Second Local Transport Planand consist of-:• Tackling congestion• Improving accessibility• Improving economic linkages• Improving public transportBuilding the Barnsley BrandAlongside the drive for improvement in the performance of publicservices, recognition has grown of the importance of public satisfactionas a measure of agencies’ performance. It is now acknowledged thatthe customer’s or citizen’s experience in contacting or dealing with aservice provider can be as important in determining their satisfactionwith the agency as the level or quality of the actual service ultimatelydelivered. The Local Government and Public Involvement in Health Act2007 sets out a series of new duties to enable effective local services,to create better places and have more robust governancearrangements that achieve higher levels of satisfaction from customers.This is the product of the fact that whilst Local Government25Barnsley’s Outcomes Framework Barnsley’s Local Area Agreement 2008-11

performance has collectively improved in recent years, satisfactionlevels have remained static, if not dropped, creating some reputationalchallenges for Local Authorities, and other partners.Furthermore, it has also been clearly demonstrated that customers andcitizens who feel well informed about public agencies will be moresatisfied with their performance, making communication and feedbackat regular and timely intervals critical to service design, delivery andreview. This brings the focus of a Barnsley Brand and identity to theforefront, as the need to effectively and continuously promote Barnsleyand its offer to a variety of stakeholders, whether citizens, visitors orbusinesses, has a significant bearing on the growth/success of the areaand the resulting levels of citizen satisfaction.The priorities for improvement over the next 3 years of this outcomeare:-• Public Satisfaction• Branding• CommunicationA more detailed overview of each of the outcomes, and an outline ofthe approach to improvement over the next 3 years, is described frompages 31-116.26Barnsley’s Outcomes Framework Barnsley’s Local Area Agreement 2008-11

STRATEGIC AND FINANCIAL CONTEXTINTRODUCTIONThis section provides a brief overview of the strategic and financialcontext that has shaped the development of the LAA, and will stronglyinfluence the delivery and implementation over the next 3 years. This isnot an exhaustive list but reflects a number of key areas that willunderpin the delivery of the LAA going forward.FINANCIAL CONTEXTOne Barnsley has identified its key priorities and ambitions through theSustainable Community Strategy and the Local Area Agreement. Inorder to deliver programmes that will support their achievement it isvital that the resources available to One Barnsley are clearly identified.To fully determine the potential resources available to One Barnsley, anexercise has been carried out to identify the public spending budgets ofOne Barnsley partners. Due to existing commitments, this is not anindication of immediate resource availability but it does establish anunderstanding of the overall budgets available to all partners.Furthermore, it sets a financial framework from which One Barnsley, asa partnership, can potentially realign its existing funding towardsdelivering its key priorities and programmes as set out in the LAA andSCS.Table 1 – 2007/08 Budgeted spend of One Barnsley PartnersOne Barnsley partner 2007/8RevenueBud.£MBarnsley Black and Ethnic MinorityInitiative (BBEMI)2007/8Capital£M0.6 -Barnsley College 1.5 9.4Barnsley Council 470.4 105.2Barnsley Primary Care Trust 431.6 11.5Learning and Skills Council 31.8 0.7South Yorkshire Fire 9.4 -South Yorkshire Police 24.5 0.6Voluntary Action – Barnsley (VAB) 0.4 -TOTAL 970.1 127.41. The analysis excludes Job Centre Plus who budget at regional rather than district level.2. Barnsley College’s revenue budget is some £20.5m but the majority of the spend isfunded from LSC funding and excluded to avoid double counting.3. SY Police and Fire also budget on a regional basis and this represents an estimatedshare to Barnsley.The Government have also introduced the Area Based Grant (ABG)from 1 April 2008. ABG pools together a number of existing grantregimes into a single fund but without the usual constraints associatedwith these grant regimes such as strict ring-fencing and fundingconditions. By providing funding in this way, the Government is aimingto ‘free-up’ Councils to work more closely with local partners and fromthat make more effective use of available funding to deliver localpriorities and programmes including the LAA and SCS.27Strategic & Financial Context Barnsley’s Local Area Agreement 2008-11

Barnsley’s ABG funding allocations (future years subject to change) areset out below. The ABG splits out the Working Neighbourhoods Fund(WNF) which is part of the ABG programme but does have set criteriato improve worklessness and boost enterprise and skills. WNFreplaces the Neighbourhood Renewal Fund.Table 2: Barnsley’s ABG Allocation 2007/08 – 2010/11NON WNFALLOCATION£MWNFALLOCATION£M2007/08 11.441 5.444 (*) 16.8852008/09 11.747 6.169 17.9162009/10 17.849 7.485 25.3342010/11 17.693 7.808 25.501(*) – NRF funding in 2007/2008Equality and DiversityOVERALL ABGALLOCATION£MBarnsley’s Local Area Agreement is committed to creating anenvironment whereby no one is discriminated against on the basis oftheir: age; disability; gender; race; religion or sexual orientation. OneBarnsley, with the Council as lead partner, will work collectively todeliver equality of opportunity to all and improve outcomes for thosewho are socially excluded. This will include activity to remove direct andindirect barriers which exclude people from political, economic, socialand cultural experiences and opportunities. By taking such action,Barnsley citizens will be able to both participate and have confidence inthe decision making process around the services that affect their livesand neighbourhoods.One Barnsley, with the Council as lead, has undertaken an initialEquality Impact Assessment of the Sustainable Community Strategy(SCS) and Local Area Agreement (LAA) by utilising sources such asthe results of consultation with community groups and analysis ofresearch and performance data. Undertaking such an approach hashelped One Barnsley to understand the key equality prioritiesassociated with each LAA outcome and will determine whether theimprovements identified in the LAA improve outcomes for all equalitygroups. The impact assessments have been used to inform the ongoingrefinement of the SCS and LAA to ensure equality and diversity areembedded both in strategy setting and implementation.These impact assessments however are not a one-off process. Theywill be reviewed annually as performance monitoring informationimproves, services evolve and the requirements of the local communityare better understood and, as such, translated into improved servicedelivery.Joint Strategic Needs AssessmentThe requirement to produce a Joint Strategic Needs Assessment(JSNA) was introduced in the Local Government and PublicInvolvement in Health Act 2007. It is a key tool for identifying areas forimprovement in respect of the Health and well-being of the people ofBarnsley, with emphasis on ‘the big picture’ issues around health andwell-being.28Strategic & Financial Context Barnsley’s Local Area Agreement 2008-11

The JSNA, along with other key strategies has informed thedevelopment of the Sustainable Community Strategy, as well as themore detailed service delivery plans of the Council, the PCT, the Policeand other partners. As the JSNA process develops in future years itwill become an integral part of the planning, commissioning andperformance management processes.The JSNA will also play a role in monitoring progress against thepriorities for improvement included in the LAA as well as otherindicators included in the National Indicator Set and the ‘Vital Signs’indicators used for monitoring the PCT’s performance.Strategic Intelligence AssessmentThe Police and Justice Act 2006, which amended the Crime andDisorder Act 1998, introduced new statutory requirements for Crimeand Disorder Reduction Partnerships (CDRPs) to undertake an annualstrategic assessment of crime, drugs and anti-social behaviour, consulton the findings, and use the findings to inform a ‘Partnership Plan’ fordelivery in the subsequent year. These new requirements replace theprevious necessity to undertake this process on a three-yearly cycleand facilitate a means by which up to date data can be used topositively respond to local issues and hot spots throughout the boroughin a more responsive and timely manner.The ownership for this process rests with the Barnsley SaferCommunities Partnership, which includes senior representation fromthe responsible bodies, and other important partner agencies, with arole in tackling crime, drugs and anti-social behaviour in Barnsley.29Sub National ReviewOver the last ten years, Britain’s economy and prosperity has changedenormously. With falling unemployment, stable interest rates and thecontinued regeneration of cities and towns, people living and working inBritain have benefitted. In order to continue to prosper, and securesustainable development, the Government began a sub nationaleconomic and regeneration review (SNR). Published in July 2007, thereview set out a vision for further reform. For local government, thesereforms seek to build on changes highlighted in the Local GovernmentWhite Paper, proposing a stronger focus on sustainable economicdevelopment and regeneration, a renewed Partnership with otheragencies, and an increased emphasis on the importance of localauthorities working together across boundaries to boost sub-regionaleconomies.The SNR has also confirmed the Government’s commitment to a new,expanded round of regional funding allocations, with further guidanceanticipated in the summer of 2008 that will help to implement regionaland local priorities.The Sub National Review is proposing a number of reforms that arecurrently being consulted on, including the requirement for localauthorities to collaborate across economic areas and the introduction ofa new duty requiring local authorities to assess local economicconditions. In addition to other benefits, the SNR will enable a betterapproach to tackling economic under performance and regenerationand assist with the delivery of the LAA.Strategic & Financial Context Barnsley’s Local Area Agreement 2008-11

Comprehensive Area AssessmentLocal Authorities have been subject to an annual assessment of theirperformance in recent years through the Audit Commission’sComprehensive Performance Assessment (CPA). This has resulted inan overall score on a scale of 1-4, and an accompanying direction oftravel judgement to reflect recent performance. As part of the newnational performance management framework, CPA will be replaced bythe Comprehensive Area Assessment (CAA), with some important anddistinctive changes for 2009.CAA will be the new joint assessment framework for local services witha focus, on the delivery of outcomes that are the responsibility ofCouncils working alone or in partnership with others. It will cover arange of cross cutting issues, reflecting the outcomes for local peopleand the Borough as a whole, and assess the effectiveness of jointworking arrangements and the delivery of the priorities and targetswithin the Local Area Agreement. Whilst many of the detailed elementsof the CAA are subject to further development and consultation by theAudit Commission and other inspectorates, the CAA represents a clearemphasis on an assessment of place and a reflection of thecommitment to deliver a reduced regulatory burden for Local Authoritiesand partners.APACSThe Assessment of Policing and Community Safety (APACS) is thenew performance assessment framework for the Police, working aloneor in partnership. It will be complementary to the Comprehensive AreaAssessment framework and comprise of five headline areas or domains– namely, confidence and satisfaction; promoting safety; tackling crime;serious crime and protection; and organisational management - each ofwhich has a set of indicators that will be used to measure performance,a number of which are drawn from the National Indicator Set. APACSwill be a key tool to assess the progress of local partners in deliveringcommunity safety outcomes and the priorities within Local AreaAgreements.Vital Signs‘Vital Signs’ forms an integral part of the Department of Health’sOperating Framework for 2008/09 and reflects a new approach toplanning and managing priorities at a national and local level. VitalSigns contain the 31 indicators which form part of the National Indicatorset and are used by local health partners to develop local operationalplans to deliver against national priorities and inform decisions ontargets.The CAA will be an annual process and may trigger inspection or othertypes of activity to help support improvement activity at a local level.Overall, the CAA will be a key tool to support the delivery of the LAAand assess the extent to which partners are working effectively toachieve the agreed priorities and targets.30Strategic & Financial Context Barnsley’s Local Area Agreement 2008-11

IMPROVING THE QUALITY OF LIFE IN OURCOMMUNITIES: LOCAL PHYSICALENVIRONMENT, INCLUDING THE QUALITY OFTHE HOUSING STOCKOVERVIEW OF THE OUTCOMEHousing StandardsThe vision for housing is that 'Everyone should have access to a homethat is warm, dry and affordable in a peaceful and secure environment.’In common with many similar towns, Barnsley embarked on extensiveslum clearance works in the 1950s and 1960s, whilst at the same timeincreasing the construction of new council houses. The number ofcouncil houses peaked at approximately 35,000 in the early 1980s butsince then the numbers have declined, largely due to the impact of the‘Right to Buy’ scheme. The council stock currently stands atapproximately 19,500. Owner-occupation has continued to grow,although recently there has been a mini-revival in private renting,reflecting the growth of the “buy to let” market. Today, the majority ofhousing in Barnsley is in private ownership, whilst the public sectormakes up 22% of the overall housing stock.The principal measure of housing quality is the Decent HomesStandard. Berneslai Homes are the housing service delivery providerwho manage the Council’s housing stock across the Borough whichcontinues to benefit from the ongoing decent homes improvementprogramme. In the private sector, measures to address poor housingconditions and poor environments are focused on the most vulnerablehouseholds, and areas of housing market weakness. Enhanced stepsare also being taken in ensuring standards are maintained by privatelandlords.Housing related activity also provides a number of other importantbenefits, namely:• Health Benefits – through improvements in housing conditions (forexample, energy efficiency works help to reduce the incidence ofwinter deaths and housing adaptation work enables disabledpeople to continue living independently in their own homes).• Childhood Wellbeing – good quality housing with adequate spaceto study and play is central to children achieving their potential.• Social Inclusion – a variety of supported housing initiatives help tointegrate vulnerable households into local communities.• Community Safety – housing staff work closely with lawenforcement agencies to prevent and minimise the disruptioncaused by anti-social behaviour. In addition ‘secured by design’principles are integral to housing regeneration initiatives.• Economic Prosperity – an affordable and diverse supply of goodquality housing is needed to help to deliver the economic growthforecast for the Borough.31Improving the Quality of Life in Our Communities: Local PhysicalEnvironment, Including the Quality of the Housing StockBarnsley’s Local Area Agreement 2008-11

• Training and Skills - providing employment and training to localpeople with targeted interventions in areas of high levels ofworklessness.• Financial Inclusion – partnership working to help families maximiseincome and make best use of limited budgets.Limiting and Adapting to Climate ChangeOne of the greatest environmental threats facing the Borough and therest of the world is climate change. Extreme weather conditions suchas the flooding experienced in 2007 and early 2008 are becoming morecommon place. Whilst this is a global issue, each individual agencyand, by extension, resident, can take small steps to make a contributionto reducing the carbon emissions that contribute towards globalwarming. This represents a major challenge given it is everyone’sbusiness. Overcoming entrenched values and prevalent attitudes toshift the ‘convenience culture’ will represent a significant uphill feat, andit is not something that can be changed overnight.Barnsley Metropolitan Borough Council is leading nationally in anumber of areas to reduce its own consumption of fossil fuel resources,assisting in the achievement of government carbon emission targetsforty years early. However, the Council is only one contributor togreenhouse gas emissions. Every person and every business musttake responsibility to reduce, reuse and recycle. Practical examplesinclude using public transport more, increasing walking/cycling andensuring their house is energy efficient. The long term challenge will beto reduce the ecological footprint for the Borough (including the carbonfootprint), during an era of intensified economic activity, regenerationand housing development, whilst also monitoring and planning for anychanges due to variations in the climate.Waste Minimisation and RecyclingTackling ‘waste’ is a key priority if progress is to be made towardsimproving quality of life and protecting the environment for this andfuture generations. The way waste is dealt with can have positiveand/or negative effects on both individuals and communities. Health,employment and the ‘liveability’ of the local environment can all beaffected by waste management. Waste management is not just theresponsibility of the local council in collecting and disposing of rubbisheach week, it is everyone’s responsibility to manage their wasteresponsibly.Over recent years the Council’s Waste Management Service has drivenforward significant changes in the way waste is collected for recyclingrather than for disposal to landfill, and has driven up recycling ratesfrom 3% to a projected 32% (2007/08).Overall, the major challenges facing Barnsley are more stringentrecycling targets and the introduction of the Landfill Allowance TradingScheme (LATS). LATS has been designed to ensure that theGovernment achieves national European Union Landfill DirectiveTargets relating to the reduction of the quantity of biodegradablemunicipal waste being sent to landfill set against a background ofoverall increasing waste production.32Improving the Quality of Life in Our Communities: Local PhysicalEnvironment, Including the Quality of the Housing StockBarnsley’s Local Area Agreement 2008-11

The approved Municipal Waste Management Strategy aims to:-• Reduce the amount of waste produced within the Borough• Increase the recycling and composting rate to 50%• Recover energy from waste• Bury as little as possible in landfill sites.The Built and Natural EnvironmentWhilst the global environment and climate change will affect everyonein time, the very local environment impacts on the whole of thecommunity in a variety of ways. Well planned and maintained greenspace and a cared for natural environment can help promote exerciseand improve health and wellbeing, provide a focal point for communityand cultural activity and improve quality of life. Conversely, poorlyplanned and maintained space can often be under-utilised and increasecrime and the fear of crime in communities.Given the geographical distribution of the Borough, nearly 80% of theBorough is formally classified as Countryside, much of which is locatedwithin the rural west of the Borough. Natural England, in promoting thisagenda, has produced a set of Accessible Natural Green SpaceTargets to ensure that all communities have access to good qualitygreen space, play provision and the natural environment, close towhere people live and through green infrastructure corridors to enhancethe quality of life. The Council is committed to providing access to andpreserving, maintaining, enhancing and creating new green space toenhance the quality of life for residents and ensure Barnsley is anImproving the Quality of Life in Our Communities: Local PhysicalEnvironment, Including the Quality of the Housing Stock33attractive place for visitors. This is reflected in the Green SpaceStrategy for the Borough, setting out the Council’s overall plan forGreen Space and the standards to be achieved as well as providing anassessment of green space for each town and village.Clean, accessible and well maintained public space is also extremelyimportant; not only does it improve the quality of life for residents butalso plays a part in effective marketing and promotion by creating apositive first impression for visitors, be they leisure or business based,making the Barnsley offer an attractive proposition. The quality of thewider public realm – housing, public amenities, footways and roads – isalso a crucial factor in the overall quality of the area, and the lives ofpeople living there.OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENTCarbon Management - CO² EmissionsAdapting to climate change has necessitated a fundamental look athow the public sector agencies make a positive contribution. BMBChas committed to the Nottingham Declaration Action Plan, anddeveloped its own Carbon Management Strategy and ImplementationPlan, but CO² emissions need to be reduced from other sources.Whilst the Council has performed well in recent years with regard to theCO² emission reduction of its own operations, the much biggerchallenge for future improvement lies with the delivery of per capita CO²emissions in the local authority area as a whole. Though nationalBarnsley’s Local Area Agreement 2008-11

policies and practices will make a positive contribution in Barnsley aswell as other areas, all local partners have a key role to play to deliverimprovement across the areas of transport, business and domesticcarbon emissions – whether by implementing national and regionalprogrammes, or through locally-focused projects. Improvement willnecessitate an innovative approach to tackle a multi-dimensional,international problem, using the context set by the requirements of thenational Climate Change Programme.The key focus of the Local Area Agreement, as embodied in NI 186 –per capita reduction in CO² emissions in the local authority area, will beto capture and co-ordinate the efforts of all relevant partner bodiestowards the reduction of carbon emissions, through the management ofenergy usage in the three key sectors identified above. This will involvea significant amount of “influencing and communicating” activity bypartners, to influence behaviour change in the community at large, aswell as partners implementing changes and putting initiatives in placethemselves to reduce their ‘carbon footprint’.A key aspect of the Borough’s approach to Carbon management is thecommitment to increase the level of recycling and composting acrossthe Borough. Waste is collected from all domestic premises, approx103,000 properties, across the borough, using the kerbside wheeled binmethod, primarily for reasons of public health but also for convenienceand the ‘liveability’ of the local environment.To drive up recycling levels, segregated waste collections are beingrolled out to increase recycling by encouraging residents to managetheir household waste and use the kerbside recycling services.Currently 78,000 properties have domestic waste collected from a greywheeledbin one week with garden wastes and cardboard beingcollected from a green-wheeled bin the following and every alternateweek for composting.98,000 properties also receive a fortnightly collection of recyclablematerial, glass/cans and paper. Aligned to the roll out of segregatedweekly collections, residents choose recycling box, recycling bag orslim wheeled bins to store their recyclable materials.BMBC also has 4 ‘Household Recycling Centres’ where residents cantake domestic wastes for recycling or disposal. An external contractormanages the sites through an incentivised contract to achievesignificant levels of recycling of waste throughput. There are also arange of small Bring Sites, serviced by a number of external recyclingcontractors where residents can bring glass, paper, cans and textilesfor recycling.Another key element is the reduction of the amount of municipal wastesent to landfill. This is aligned with the Landfill Allowance TradingScheme (LATS) to comply with the annually reducing tonnage ofbiodegradable waste sent to landfill.34Improving the Quality of Life in Our Communities: Local PhysicalEnvironment, Including the Quality of the Housing StockBarnsley’s Local Area Agreement 2008-11

BMBC are working with Doncaster and Rotherham to deliver the subregional procurement of waste recycling, treatment and disposalinfrastructure beyond the expiry of the current landfill contract in 2008.This will involve a mix of treatment technologies located across SouthYorkshire, as well as the availability of landfill disposal.CleanlinessIf there is one thing that shapes an impression of a place it is itscleanliness and whether litter, detritus, graffiti, fly-posting, fly-tippingand other illustrations of an unkempt, uncared for area prevail. Whilstthe Council’s performance in recent years has been exceptionally highin performance terms, public perception has varied considerably givenits importance to them as an issue, hence the resultingperformance/perception gap. Education and enforcement havecontinued to be used alongside the ongoing efforts to maintain a cleanand well maintained environment in town centres, villages, streets,highways and in recreational areas. Further improvement is, however,required to sustain the high levels of performance and deliver betterperceptions through the prevention of litter and greater ownership bythe community. A programme of education coupled with enforcementactivity and proactive marketing campaigns have continued alongsidegreat efforts to maintain a clean and well cared for environment in towncentres, villages, streets, highways and in recreational areas. There isstill more that can be done, working alongside community groups,community champions and individual residents to re-educate others inthe community, to take a pride in their local area as well as the Councilcontinuing to learn from others, taking best practice and continuouslyimproving operational efficiency.Quality of Green and Public Open SpacesThere has been major investment in many of the Borough’s parksthrough Transforming Your Space and the Community Green SpaceFund, alongside a multitude of active ‘friends of’ parks groups. Thissignificant investment is resulting in many of the Borough’s parks beingof a higher quality which is facilitating greater usage withincommunities. However, this improvement needs to be sustained toincrease the use, quality and accessibility of the Borough’s many greenand public open spaces.Quality of the Housing StockThe condition of the Council housing has been significantly improved inrecent years through the ongoing Decent Homes programme. Theprogramme is scheduled for completion in 2010-11 and already over90% of the Council stock meets the decent homes standard.The condition of some of the older private sector housing across theBorough also needs to be improved. Barnsley MBC will continue totarget its interventions carefully to ensure that the limited fundingavailable helps to improve the housing conditions of the mostvulnerable households, encourages owners to themselves invest intheir homes and thereby help to improve the sustainability of localneighbourhoods.35Improving the Quality of Life in Our Communities: Local PhysicalEnvironment, Including the Quality of the Housing StockBarnsley’s Local Area Agreement 2008-11

Major housing led regeneration schemes have transformed localneighbourhoods in Grimethorpe and Kendray and early results from theHousing Market Renewal programme in the Dearne are promising.Improvement work continues in these targeted areas as part of thewider approach to developing sustainable communities.The number of new homes completed has, for a number of years now,exceeded figures set for new build in the Regional Spatial Strategy.Increasing the supply of new homes has been clearly flagged up in thelatest Housing Green Paper (Homes for the Future: More affordable,more sustainable). Additional housing is required to both help underpinplanned economic growth and address a marked shortage of affordableaccommodation. There is also a recognition that the particular housingneeds of vulnerable groups, such as gypsy and traveller groups, newarrivals to the Borough and the disabled, need to be fully taken accountof. Affordable housing is also a particular issue for young people.The Council is committed to delivering the stretching net additionalhomes target in line with the Regional Spatial Strategy, although theachievement of this will in large measure also depend upon prevailingconditions the housing market (including a number of factors beyondthe control of the Council).Notwithstanding the current slowdown in the housing market, access toaffordable housing remains a major challenge. The borough-widehousing needs study has recently been refreshed (spring 2008), andthis demonstrates an increased requirement for new, affordableImproving the Quality of Life in Our Communities: Local PhysicalEnvironment, Including the Quality of the Housing Stock36housing. The Council will continue to work with housing associationpartners to increase the supply of new affordable homes and newaffordable housing will also be provided from private housingdevelopments via ‘planning gain’.Planning has a central role to play in the delivery of new housing. Inseeking to increase the number of new homes it will be necessary toensure that an appropriate balance is maintained between housing andemployment sites on the one hand, and the quality, quantity andaffordability on the other. More specifically, the performance of theCouncil’s Planning Development control has not compared favourablewith the other local authorities, nor with national standards and hasbeen subject to an improvement plan since July 2007. The significantimprovement demonstrated during 2007/08 needs to be sustained andembedded to facilitate a sustainable and well regulated builtenvironment.Condition of Roads and FootwaysWhilst the Council has improved its performance in the maintenance ofboth principal and non-principal road maintenance since 2001/02,mainly due to an accelerated programme via prudential borrowing, anda LPSA covering footway maintenance. Further improvements are stillrequired if the Government’s highways maintenance aspirations are tobe met by 2010, especially given the priority given to it by residents.Barnsley’s Local Area Agreement 2008-11

Private Space and EnforcementA local neighbourhood typically consists of a range of amenities inpublic and private sector ownership. Whilst the Council and partnerscan play a leading role in the former, the multitude of private ownershipof property and land can shape the day to day experiences for better orworse. Some neighbourhoods can experience severe neglect due toderelict buildings, boarded up properties, unkempt gardens and openspace, and then attract various kinds of unwanted behaviours andresulting stigma. The multiplicity of ownership and related problemscreates a similar challenge for cohesive enforcement activity so that thelegal powers available are used to best effect for the sustainability of aneighbourhood. This is a key area for improvement so that allneighbourhoods across the Borough do not experience the worsteffects of neglect and potential decline due to private sector mismanagementand a lack of responsibility for the effect on the area as awhole.• Green Space Strategy• Waste Strategy.• Local Transport Plan 2 (2006 – 2011) Strategy and Action Plan• Berneslai Homes Delivery Plan 2008-12.Key Strategies:• Housing Strategy• Sub regional Housing Strategy• Affordable Housing Strategy• Supporting People Strategy• Local Development Framework• Local Biodiversity Action Plan37Improving the Quality of Life in Our Communities: Local PhysicalEnvironment, Including the Quality of the Housing StockBarnsley’s Local Area Agreement 2008-11

HOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance IndicatorsTarget08/09 09/10 10/11154 D Net additional homes provided 1015 1015 1015155 N Number of affordable homes delivered (gross) 154 280 320157 D Processing of planning applicationsMAJOR 65% 75% 80%MINOR 72% 75% 80%OTHER 80% 80% 80%158 N % non-decent council homes 4.47% 2.24% 2.00%168 N Principal roads where maintenance should be considered 7% 6.5% 6%169 N Non-principal classified roads where maintenance should be considered 10% 9.5% 9%188 N Planning to Adapt to climate change TBC TBC TBC38Improving the Quality of Life in Our Communities: Local PhysicalEnvironment, Including the Quality of the Housing StockBarnsley’s Local Area Agreement 2008-11

D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACode Designated and Non-Designated Performance Indicators Target08/09 09/10 10/11186 D Per capita reduction in CO2 emissions in the LA area 2.6%reduction(7.3)8.7%reduction(6.85)192 N Percentage of household waste sent for reuse, recycling and composting 35.9% 40.0% 42.0%193 N Percentage of municipal waste land filled 66.5% 64.7% 57.2%195 N Improved street and environmental cleanliness (levels of litter, detritus, graffiti and flyposting)Statisticallysignificantabovebaseline byNov ‘08Code Local Performance Indicators Target08/09 09/10 10/11Local Green Flag Standard – quality of parks within the Borough An increaseof 2 pointsper year toa maximumof 48 by2010/1112%reductionover 3years39Improving the Quality of Life in Our Communities: Local PhysicalEnvironment, Including the Quality of the Housing StockBarnsley’s Local Area Agreement 2008-11

CodeRemaining Performance Indicators from NI Set12 Refused and deferred Houses in Multiple Occupation (HMO) license applications leading to immigration enforcement activity(Deferred to 2009/10)46 Young offenders access to suitable accommodation156 Number of households living in Temporary Accommodation159 Supply of ready to develop housing sites160 Local Authority tenants’ satisfaction with landlord services170 Previously developed land that has been vacant or derelict for more than 5 years182 Satisfaction of businesses with local authority regulatory services183 Impact of local authority regulatory services on the fair trading environment185 CO2 reduction from Local Authority operations190 Achievement in meeting standards for the control system for animal health (Deferred to 2009/10)191 Residual household waste per household194 Air quality – percentage reduction in NOx and primary PM10 emissions through local authority’s estate and operations196 Improved street and environmental cleanliness – fly tipping197 Improved local biodiversity – proportion of local sites where positive conservation management has been or is being implemented40Improving the Quality of Life in Our Communities: Local PhysicalEnvironment, Including the Quality of the Housing StockBarnsley’s Local Area Agreement 2008-11

IMPROVING THE QUALITY OF LIFE IN OURCOMMUNITIES: BY PROTECTING THECOMMUNITY FROM CRIME, DISORDER ANDOTHER RISKS TO SAFETYOVERVIEW OF THE OUTCOMEThis Outcome is focused upon the safety of people’s day to day lives asa prerequisite for improving the overall quality of lives of residents in theBorough. It includes a range of personal and community safety issues,with an emphasis on prevention, regulation, enforcement and treatmentas part of a balanced approach to the prevention and reduction ofcrime, disorder and other risks to people’s safety. Central to thisOutcome is community safety and the reduction of crime and disorder,encompassing crime, fear of crime, anti-social behaviour and drugrelated issues, which has been the subject of an excellent track recordof partnership working for a number of years. This has resulted in apositive impact on actual crime and an increasing recognition that antisocialbehaviour and fear of crime are now more significant challenges,often experienced disproportionately by certain vulnerable groups.Arson, domestic abuse and alcohol related disorder also continue torepresent key risks to the population of the Borough.Improving road safety remains a high priority, as the numbers of peoplekilled or seriously injured in Barnsley, though reducing, remains toohigh. More recently, the significance of emergency preparedness andcivil protection arrangements have taken on a new level of importancegiven the impact of the 2007 and 2008 floods in the Borough and thecontinued threat of terrorism nationally.CrimeOverall crime is reducing within the Borough, particularly vehicle crimeand burglary, with people generally feeling safer and more secure.These are the results of a multi–agency approach to tackle the causesof crime and also to address offending in a more coherent and efficientmanner.Anti-Social BehaviourAnti-social behaviour, both actual and perceived, remains a priorityconcern for residents in Barnsley. Providing services that deal withactual problems, whilst addressing negative public perceptions, arecrucial to achieving an improved quality of life, particularly forvulnerable groups. Such perceptions are influenced by a number offactors, including views about parental responsibility and feelings thatindividuals do not necessarily treat one another with due respect.Moreover, if the Police and Council are to be recognised locally asdealing effectively with key issues of concern, the public must beinvolved in identifying and agreeing local service priorities.There are now well established Safer Neighbourhood Teams in everyarea of Barnsley, which are coterminous with the Area Forums andArea Boards. Members of the public can access a wide range ofservices that these teams offer and contribute to improving their ownlocalities.41Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

Allied to this is the clear need to encourage and nurture tolerance fordifferent lifestyles within and between communities, to enhance feelingsof safety and generate greater local cohesion whilst improving theoverall quality of life of the public.Arson ReductionA key element of anti-social behaviour is deliberate fire setting. Around80% of all fires South Yorkshire Fire and Rescue attend are starteddeliberately. More serious arson incidents have been decreasing overthe past 3 years and this encompasses attacks on property andvehicles.However, anti-social behaviour fires have remained at a steady rate.The latter form the majority of arson incidents in the Barnsley area, withgrass and refuse fires accounting for a long term average of 80% of allanti-social behaviour fires. These represent a cost to society, and canbe a significant blight on local communities and businesses. Byworking in partnership, South Yorkshire Fire and Rescue and the SaferCommunities Partnership have run a number of targeted preventativeschemes; for example diversionary and educational initiatives forchildren and young people to change behaviour and discouragedeliberate fire setting.Youth OffendingLocal concern about youth crime and anti-social behaviour continues tofeature prominently in local consultation and engagement practices.Barnsley’s Safer Communities and Children, Young People andFamilies Partnerships have been working towards achieving a balanceof enforcement and prevention activities which address youth crime,support the rehabilitation of young people by addressing key riskfactors, and through proactively targeting those children and youngpeople identified as being at risk of becoming involved in more seriousoffending or anti-social behaviour. In addition, much has been done topromote restorative justice approaches which give victims a voice in theyouth justice process.Domestic AbuseDomestic Abuse accounts for a quarter of all violent crime in Barnsley,but due to the fact that it is a hidden crime, there have been issues withaccurately monitoring the true level. Although significant progress hasbeen made, it is important that measures are taken to increaseconfidence in reporting incidents and to enable a co-ordinatedcommunity approach in support of victims and their families.Hate CrimeBarnsley has an estimated ethnic minority population of 3.6%. Therehas been an increasing number of migrant workers, asylum seekersand refugees both living and working in the Borough which has in itselfpresented a number of challenges. Although these have been largelyminimised, there is a need to engender greater tolerance and respectfor an increasingly diverse community, as people from BME groups,lesbian, gay and bi-sexual (LGB) and some groups of disabled peopleexperience significant levels of harassment and abuse.42Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

Drugs and AlcoholThe Barnsley Drug and Alcohol Team (DAAT) works to reduce drugand alcohol use and the resultant harm on individuals, families andcommunities by commissioning effective treatment services - working inpartnership with other relevant agencies and voluntary sector providers.Although more than 1000 drug users accessed services in 2007/08, the2007 Needs Assessment identified a further 627 ‘treatment naïve’problematic drug users. The Drug Interventions Programme (DIP)continues to achieve success with drug misusing offenders, requiringthem to attend for assessment and working to retain them in thetreatment system, thereby reducing drug related offending.There are also significant local issues concerning excessiveconsumption of alcohol and its adverse impact on health. Femalemortality rates are twice the regional average, and alcohol attributablehospital admission rates amongst the under 18’s, are 50% higher thanthe regional average. Binge drinking remains a concern, with 1 in 5adults regularly consuming more than the recommended daily amount.The DAAT commissions the Alcohol Treatment services and leads theimplementation of the Barnsley Alcohol Harm Reduction Strategy. TheDAAT has also identified that there is wide spread ignorance amongstBME communities of the services available to them, through variousagencies, to deal with drug and alcohol related concerns and thereforework to improve knowledge and access to relevant providers is takingplace.The Children and Young People Treatment Needs Assessment, whichconfirmed the prevalence of cannabis and alcohol as drugs of choiceImproving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to Safety43for young people in Barnsley, has informed the 2008/09 TreatmentPlan. The Integrated Youth Support Strategy should ensure thatsubstance misuse treatment, information, advice and guidance is partof the holistic response to the needs of young people and their carers.The DAAT will work to ensure a smooth transition from young people toadult services where this is required.Offender ManagementA key part of the approach to community safety is pro-active offendermanagement which is aimed at protecting the wider community, whilstsupporting the effective rehabilitation of offenders. This is undertakenby the National Probation Service which works with offenders over theage of 18 who have been sentenced by the Court to a community orcustodial sentence. The work they undertake seeks to achieve thefollowing:-• Protecting the public• Reducing re-offending• The proper punishment of offenders in the community• Ensuring offenders' awareness of the effects of crime on the victimsof crime and the public• Rehabilitation of offenders.In Barnsley, the multi-agency overarching group that strategicallymanages offender management for both adults and young offenders isthe Barnsley Offender Management Forum (BOMF). Its role is toBarnsley’s Local Area Agreement 2008-11

ensure a seamless end to end management of offenders, ensureappropriate services are in place for victims and witnesses and toprotect the public from harm. One significant emerging issuerecognised by the BOMF is the growing amount of detections andconvictions for violence, especially violence committed by youngwomen.Road SafetyThe safety of people using the roads and footways across the Borough,whether as a road user or a pedestrian, is paramount to preventunnecessary injuries and deaths. Road safety education and relatedactivity, alongside enforcement, and, where appropriate, engineeringchanges, combine to provide a collective approach to preventing risksto other peoples lives. Much of this work takes place on a SouthYorkshire basis, mainly through the Local Transport Plan deliverymechanisms such as the South Yorkshire Safety Camera Partnershipand the Casualty Reduction Partnership in order to maximise partnercontributions and targeted interventions on a ‘worst first’ basisthroughout the sub-region.Emergency PreparednessThe experiences across the Borough during the summer months of2007 illustrate the importance of this area as the impact of climatechange manifests itself in the extreme rainfall and resulting floods.Whilst a number of important lessons were learnt, and a clear plan ofaction put in place to minimise a potential re-occurrence, the eventsserved to illustrate the likelihood of an emergency caused by otherissues, such as terrorism, flu-pandemic or another type of civilprotection incident which would trigger an emergency situation forpartners to respond to.OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENTBarnsley’s approach to tackling community safety has remainedconsistent, based around four principles that offer flexibility in deliveringboth existing and new initiatives - be they locally, regionally ornationally driven. These are:-• Better enforcement• Prevention using social and physical measures, together witheducation• Working with offenders• Support for victims and witnesses.These themes are consistently applied throughout the followingdimensions in support of the overall outcome.CrimeWhilst recorded crime has reduced significantly in recent years, SouthYorkshire Police have the following District Priorities for 2008-11:-• Improve Public Perception of Crime and Anti-Social Behaviour44Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

• Tackle Crime with a focus on Violent Crime, Domestic Violence andrelationship to alcohol related harm• Deliver effective and robust Offender Management• Protect vulnerable communities and deliver a robust partnershipenhanced response to public protection• Improve Confidence and Satisfaction• Deliver effective partnership enhanced Neighbourhood Policing thataddresses local priorities.From the above list, the main priority area in terms of tackling recordedcrime is assault, which is principally alcohol related, both within thetown centre night-time economy and beyond. A number of initiativeshave been put in place in recent years, with some positive impact,though there is a recognition that assault remains a key area ofimprovement for Barnsley. Allied to this is the need to positivelyimprove public perceptions of crime and anti-social behaviour, whilstsustaining recent successes in reducing acquisitive crime such asburglary and theft of/from vehicles.Anti-Social BehaviourKey partners have developed a fully integrated police, council andhousing management service to tackle anti-social behaviour and itscauses and effects at a neighbourhood level through the 9 SaferNeighbourhood Teams (SNT’s), and centrally to tackle more seriousand persistent anti-social behaviour through the Neighbourhood SafetyUnit. This approach has been consolidated by the formation of aImproving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to Safety45specific Council Community Safety Division within the Council’sCustomer Services and Neighbourhoods Directorate which aligns othermainstream neighbourhood, regulatory and enforcement functions toenable more seamless and comprehensive approaches to problemsolving.Within each Forum Area, there is a Crime and Safety sub-groupfeeding into Multi-Agency Action Groups and, ultimately, a Local AreaBoard with elected member representation. This three-tiered approachfacilitates local service priority setting via an endorsed delivery planmonitored by Board members. Addressing the underlying causes ofanti-social behaviour and engendering cross-generational behaviourchange is a core principle of Barnsley’s Family Intervention Programmewhich is co-aligned to the services of the Neighbourhood Safety Unit.Within its remit the programme seeks to explore issues around parentalresponsibility and support and establishes longer term strategies toeffect behaviour change.A core focus for all services dealing with anti-social behaviour has beento promote positive perceptions of the Borough in terms of communitysafety. Significant inroads have been achieved in reducing the impactof the fear of crime both at borough-wide and neighbourhood levels.The key partners recognise the continued importance of keeping thepublic informed about activity to address anti social behaviour andmaintain some element of perspective and context as regards theextent of problems. This continues to be a key improvement priority forthe next 3 years, building on the successful impact of SNT’s since theirinception.Barnsley’s Local Area Agreement 2008-11

Offender ManagementThe BOMF has strategic oversight for two significant interventions, theDrugs Intervention Programme (DIP) and the Prolific and PriorityOffender Initiative (PPO). This latter scheme tackles the 10% ofoffenders that, historically, have been responsible for 50% of crime. Akey feature of the approach in tackling this issue is to continue tosecure funding and maintain effective partnership working to underpinthese initiatives and to ensure that a “ Premium Service” is offered byall partners to PPO’s, including effective pathways to treatment foroffenders who misuse Class A drugs.There are still gaps in provision for offenders which need addressing bythe BOMF; the biggest one is accommodation with appropriate support.Without suitable accommodation an offender is more likely to lead achaotic lifestyle and is therefore less likely to be able to comply with theintervention offered them. At present there is very little accommodationfor those presenting a low or medium risk to the public and there is noaccommodation for those presenting a high risk.The BOMF will also continue to support the Probation Service in theintervention it offers to meet identified and assessed needs, forexample the Drug Rehabilitation Requirement, the Alcohol TreatmentRequirement and the Intensive Domestic Abuse Programme. It willidentify and try to address any issues in accessing these programmes,for example long waiting lists which results in an offender losing themotivation to comply. The Probation Service will also offer support ingaining basic skills and the reintegration into the community ofprisoners. They will also fulfil their requirements under the VictimsImproving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to Safety46Charter to ensure the wishes of victims of serious violence and sexualassault are heard and incorporated into release plans.In partnership with the Probation Service and the Youth OffendingTeam, South Yorkshire Police are developing an Offender ManagementUnit to exploit synergies and co-ordinate an intelligence led approach toimproving detection rates.Youth OffendingThe approach to youth offending consists of 2 key dimensions – theprevention of youth offending through a series of targeted interventionsaimed at those young people who are at risk of offending behaviour andworking with those young people already in the Youth Justice Systemto reduce their risk of future re-offending.Prevention:Partners including the YOT, Police / SNT’s, Schools, Education, YouthService, Voluntary Sector and others have developed systems andprocedures which pro-actively identify children and young people aboutwhom there are concerns because of involvement in offending or otheranti-social activities. Research has shown that effective earlyinterventions can divert children and young people from the formalyouth justice system and support them, and their families, in receivingappropriate help and support which addresses risk factors andmaintains protective factors. The preventative agenda continues to bea priority for improvement, particularly reducing the number of youngpeople who are not in education, employment or training.Barnsley’s Local Area Agreement 2008-11

Key amongst these initiatives are the Youth Inclusion Support Panels(YISP) and Safer Schools Partnership (SSP). The YISP receivesreferrals from agencies who are concerned about a young person’sbehaviour. YISP workers will then try to engage the young person andtheir family, assess their needs, and co-ordinate a multi-agency panelto agree a holistic intervention plan which is then monitored on aregular basis to ensure goals are achieved. The SSP has been pilotedat Dearne High School and involves a Police Officer and RestorativeJustice practitioner, working together to address issues such as truancyand exclusion, bullying and other forms of anti-social behaviour, andprovide constructive conflict resolution responses to school basedproblems. The project has run for a full year and the early evaluationsare showing very promising results.Work with Young People in the Youth Justice System:One of the YOT’s core remits is to reduce offending and re-offending bychildren and young people. It works with young people who havereceived some form of formal youth justice sanction, and, focusing onthose assessed factors most associated with an individual’s offendingbehaviour, constructs programmes of intervention designed to reduceor minimise their impact. A key development in the near future will bethe implementation of the Scaled Approach, a robust risk assessmentand risk management framework which (again based on effectivenessresearch) will ensure that those young people who present the mostrisk receive the most comprehensive and intensive programmes ofinterventions. This will support the improvement efforts to minimisefuture repeat offending patterns and prevent young people developinginto an adult with entrenched difficulties.Domestic AbuseThe approach to improving domestic abuse continues to involve amulti-faceted approach to tackling a complex issue. This includes:-• To develop and improve direct support to victims and their Families.Priorities here include the maintenance of suitable accommodation,including revised tenancy agreements for BMBC housing stock.• Working with health professionals on screening programmes,together with the provision of training and awareness raising forthose front line staff and managers likely to come into contact withvictims.• Provision of specific services to victims through an IndependentDomestic Abuse Advocate (IDVA) and co-ordination of multiagencyrisk assessments.• To offer preventative and support work with children and youngpeople in schools and youth clubs.• Ensuring that inter agency service provision is delivered in a coordinatedway via the Domestic and Sexual Abuse forums andmulti-media information portals.Drugs and AlcoholThe publication of a new National Drug Strategy was announced inFebruary 2008. This, together with the 2007 revised national Alcohol47Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

Harm Reduction Strategy, will inform the Barnsley DAAT strategicapproach. Numbers in effective treatment, retention and planneddischarge from services are key indicators for the DAAT.Robust commissioning of an effective integrated treatment service forboth drug and alcohol users will be fundamental to the successfuloutcomes of the DAAT. Work in partnership with the wider community,third sector carers and users will complement and support treatment inincreasing community safety, individual health improvements andcommunity re-integration.The Drug Interventions Programme will continue to target drugmisusing offenders to reduce re-offending; alcohol interventions willalso be developed to reduce alcohol related harm, both to individualsand communities.The DAAT will promote opportunities and services for user and carersupport and inclusion in service development to ensure that servicesdeveloped are responsive to need, accessible and used.The implementation and delivery of the Tier 4 Accommodation Project,funded by the National Treatment Agency (NTA), is a key piece of workfor 2008-2009 which will deliver much needed supported communityaccommodation for substance misuse service users.Joint funding from PCT and BMBC enables the commissioning of adultalcohol treatment services, with the aim of increasing earlyinterventions to reduce the harm caused by alcohol and maximise costeffectivenessof specialist treatment services. The DAAT works withpartners to increase responsible alcohol retailing and reduce alcoholrelated offending.ArsonThe improvement emphasis for arson reduction will continue to be acombination of implementing a series of educational awareness raisinginitiatives, predominantly with children and young people, alongsideeffective enforcement work between South Yorkshire Fire Service andSouth Yorkshire Police to target the principal perpetrators. A furtherchallenge for this area of improvement relates to the prevailing climate,where a long, hot summer increases the likelihood of fire, which wouldnegate against the improvement in other types of fires. This will beclosely monitored and managed on a risk basis.Road SafetyAction relating to road casualty reduction is driven by the SouthYorkshire LTP2 (2006 - 2011) which sets out an improvement planagreed with the DfT including a series of agreed targets. Action is coordinatedthrough the Casualty Reduction Partnership which consists ofsenior representatives from the four District Councils, SY Police, Fireand Rescue, and the Ambulances Services as well as the SY SafetyCamera Partnership, Highways Agency and Health professions. Thismulti-agency partnership has produced a business plan which sets outits role, remit, aims and objectives and available funding. Key activitiesand milestones have been agreed together with a communicationsstrategy. The major challenge facing the partnership is to deliver the48Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

agreed casualty reduction targets against a background of increasedmovement associated with the regeneration policies resulting from theObjective 1 Programme. A number of activities the Council, along withpartners, are engaged in include:-• Development of effective maintenance programmes that supportroad safety.• Development of a Speed Management Strategy.• School Travel Plans.• Developing the use of the countywide accident assessmentmethodology.• Improving the effectiveness of casualty monitoring and analysisthrough the work of the Countywide Road Safety Analyst.• Working with South Yorkshire Police on speed enforcement at sitesoutside the scope of the South Yorkshire Safety CameraPartnership and in other areas of road traffic policing.• Developing and improving linkages with the Highways Agency,LSPs and others in the countywide Casualty Reduction SteeringGroup to address road safety issues and problems throughpartnership working.• Raising awareness of road safety issues at the local level toinfluence community planning and neighbourhood renewalagendas.Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to Safety49• Focusing on achieving casualty reduction targets by concentratingefforts on vulnerable road users and those groups withdisproportionately high incidence of road casualties, includingchildren, motorcyclists, young drivers and areas where road safetyis a particular concern, including communities in disadvantagedareas and rural areas.• Developing initiatives to raise awareness of road safety while atwork.Emergency PreparednessThe Corporate Resilience Framework established over recent yearshas been supplemented by the introduction of a Flood Plan and aRecovery Plan. These two plans have been developed since theflooding of June 2007 and contain specific arrangements to deal withthe immediate emergency response to a flooding event and the postfloodrecovery phase of the operation.With regards to flooding, further developments include engaging localresidents in the communities worst flood affected areas to establishcommunity groups to formulate local response plans for their area. Thelocal plans will provide a structure to enable the residents to assistCouncil staff to fill and distribute sand bags, establish road closures andhelp the most vulnerable members of their communities.Further work during 2008 is scheduled to establish local flood resiliencestores in the areas worst affected by flooding. These stores will provideimmediate access for local residents to flood defence materials duringthe onset of flooding. Local Flood Wardens, drawn from the local FloodBarnsley’s Local Area Agreement 2008-11

Groups, will be able to access the stores following notification ofanticipated flooding as the first step of the response phase. Theseactions will support and supplement the activities being undertaken asa result of the Council activating its emergency plans.Strategies:• BMBC Proposed Service Equality Priorities 2008-11• South Yorkshire Police Enforcement Strategy• Rural Road Safety Strategy• BMBC Corporate Resilience Framework (and Flood and RecoveryPlan).• National Community Safety Plan 2008-11• Barnsley Children and Young People’s Plan• Barnsley Youth Justice Plan• Barnsley Safer Communities Plan 2008-11• Saving Lives. Reducing Harm. Protecting the Public (An ActionPlan for Tackling Violence 2008-11).• Safe.Sensible.Social 2007– the next steps in the National AlcoholStrategy• Home Office Crime Strategy ‘Cutting Crime: A new partnership2008-11• Local Transport Plan 2 2006-11• South Yorkshire Safety Camera Partnership Operational Plan• Speed Management Strategy• Motorcycle Strategy• ‘Worst First’ Road Safety Improvement Plan50Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

HOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance IndicatorsNI 17 D Perceptions of anti-social behaviour Baseline TBC following1 st Place Survey in 2008.Target08/09 09/10 10/11% improvement inperception statisticallysignificant abovebaseline (3%). Tohave no morethan46.2% ofrespondentsperceiving that theissues are avery/fairly bigproblem.NI 18 D Adult re-offending rates for those under probation supervision % reduction in adultre-offending TBDNI 19 N Rate of proven re-offending by young offenders 5% reductionNI 111 N First time entrants to the Youth Justice system aged 10 – 17 5% reduction51Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACode Designated and Non-Designated Performance Indicators Target08/09 09/10 10/11NI 20 D Assault with injury crime rate 9.1(2030)NI 33 D Arson incidents 2% reduction on baseline(total of 1879)Primary 19.7(440)Secondary 64.4 (1439)8.8(1974)4% reduction onbaseline (total of1840)Primary 19.3(431)Secondary 63.1(1410)NI 47 D People killed or seriously injured in road traffic accidents -2% reduction (628) -1.4% reduction(619)Provisional target of8% over 3 yearssubject to baselines,confirmation andannual breakdown 8.6per 1000 (1920).6% reduction onbaseline (total of1802)Primary 18.9 (422)Secondary 61.8(1381)3.1% reduction (600)52Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACode Designated and Non-Designated Performance Indicators Target08/09 09/10 10/11NI 48 N Children killed or seriously injured in road traffic accidents 25% reduction over2001-04 baseline to2010NI 37 N Awareness of civil protection arrangements in the local area TBC TBC TBCNI 40 D Drug users in effective treatment 6% (946) 12% (1002) 18% (1062)Code Local Performance Indicators Target08/09 09/10 10/11Local The proportion of domestic violence related offences which result in arrest 76% 78% 80%Local Number of repeat victims of domestic violence 490 487 484 (2%reduction over 3years)53Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

CodeRemaining Performance Indicators from NI Set15 Serious violent crime rate16 Serious acquisitive crime rate21 Dealing with local concerns about anti-social behaviour and crime by the local council and police24 Satisfaction with the way the police and local council dealt with anti-social behaviour25 Satisfaction of different groups with the way the police and local council dealt with anti-social behaviour26 Specialist support to victims of a serious sexual offence27 Understanding of local concerns about anti-social behaviour and crime by the local council and police28 Serious knife crime rate29 Gun crime rate30 Re-offending rate of prolific and priority sex offenders31 Re-offending rate of registered sex offenders32 Repeat incidents of domestic violence34 Domestic violence - murder35 Building resilience to violent extremism36 Protection against terrorist attack38 Drug related (Class A) offending rate39 Alcohol-harm related hospital admission rates41 Perceptions of drunk or rowdy behaviour as a problem42 Perceptions of drug use or drug dealing as a problem43 Young people within the Youth Justice System receiving a conviction in court who are sentenced to custody49 Number of primary fires and related fatalities and non-fatal casualties (excluding precautionary checks)143 Offenders under probation supervision living in settled and suitable accommodation at the end of their order or license.54Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

CodeRemaining Performance Indicators from NI Set144 Offenders under probation supervision in employment at the end of their order or license.189 Flood and coastal erosion risk management55Improving the Quality of Life in Our Communities: By Protecting theCommunity from Crime, Disorder and Other Risks to SafetyBarnsley’s Local Area Agreement 2008-11

IMPROVING THE QUALITY OF LIFE IN OURCOMMUNITIES: SECURING THE PROVISIONOF FACILITIES AND AMENITIESOVERVIEW OF THE OUTCOMEThis Outcome is focused upon the availability, accessibility andaffordability of local facilities and amenities across the Borough, andwithin neighbourhoods, to support peoples day to day lives. It is aboutimproved choice, access and the quality of facilities and amenities,such as shops, libraries, leisure centres, theatres and other provision toenhance the quality of people’s day to day lives. This Outcome isclosely aligned to many others such as the built environment, adultwell-being and the well-being of children, young people and families –to support happy and fulfilled lives.Central to the delivery of this Outcome is the provision of cultural andsporting activities to facilitate enhanced participation, engagement andenjoyment by as many people as possible, through a diverse and richoffering to meet differing needs, preferences and abilities. Provision inthis area has historically been variable and under-resourced and, morerecently, subject to focused improvement activity.The approach to culture includes a diverse range of activities such astheatre, dance, acting, music, museums, sport and opportunities withinlibraries and archives that anybody can get involved in.Culture is what makes Barnsley a good place to live, contributestowards thriving communities and inspires residents to strive forexcellence. Culture is what makes people proud of where they live andwork, through raising aspirations and shaping Barnsley’s unique identityin the region.Cultural activity has an obvious social benefit, providing leisureopportunities which can help to define communities. This may bethrough voluntary and community sector led activities and facilities orthrough those provided through the planned Advanced LearningCentres located throughout the Borough.Culture has much more than a social impact. Sport and physicalactivity have significant impacts on health. Heritage helps to defineBarnsley’s identity and Arts and creativity has the potential to be asignificant growth sector in Barnsley’s economy thanks to projects suchas the Digital Media Centre and the redevelopment of the Civic buildingwithin the town centre.The Archives service exists to collect, conserve, preserve and makeavailable the written heritage of our borough. Public libraries areunique in providing free access to skills and knowledge for everyonewithin their local community including support for learning, literacy andreading for pleasure. The modern public library service is a beacon forcivic pride, the focal point and heart of a community, and integral todeveloping community cohesion.56Improving the Quality of Life in Our Communities: By Securing theProvision of Facilities and AmenitiesBarnsley’s Local Area Agreement 2008-11

Sport, heritage and arts initiatives are happening across the borough ata community level: enabling large numbers of participants to engagewith high quality activity, raising levels of aspiration and attainment andhealth whilst providing a focus for community activity and for getting toknow people in local neighbourhoods. Providing these opportunitieswithin communities is important, ensuring accessible provision to asmany people as possible.Many of these initiatives have attracted funding from regional andnational bodies and have lifted Barnsley’s cultural profile, to support theintegration of culture as part of the Remaking Barnsley initiative.Our Approach: What are we currently trying to do to deliverimprovementFor the next three years the driver for cultural development in Barnsleywill be the Cultural Consortium and its supporting infrastructure. TheConsortium recognises the need for effective strategic planning and thecommunication of a clear vision for the cultural offer in Barnsley. Itseeks to achieve this through the development of a new culturalstatement for Barnsley and supporting strategies for each supportingsector.Increasing levels of participation is the key priority for all sectors overthe next three years and each area will address this through a numberof different approaches and sector specific initiatives.Improving Physical ActivityThe production of a new Sport and Active Recreation Strategy andassociated Action plan is almost complete, with the headline objectivebeing to increase participation in sport and active recreation.Taking advantage of the unique opportunity of London hosting the 2012Olympic Games, plus the potential for Barnsley to host Pre-OlympicGames Training Camps, will help to raise the profile, benefits, and inturn, participation in sport and active recreation. A prerequisite to this,however, is the take up of accessible and sustainable physical activityopportunities to promote active and healthy lifestyles to then graduateto sport. There is a recognition that women and men do not necessarilywant to take part in the same type of activities, or in the same way, andthat specific efforts need to be targeted towards young people tosupport the prevention of obesity, and older people as part of theiractive leisure time.Strategy and planning work connected with sports facilities in the newAdvanced Learning Centres, plus associated usage of the existingstock of leisure facilities, is crucial to future improvement activity.Interventions will be channelled through the newly established LocalSports Development Groups, which are aligned with the Area Forumareas, to identify, plan and respond to gaps and requests for sport andactive recreation activities and developments.57Improving the Quality of Life in Our Communities: By Securing theProvision of Facilities and AmenitiesBarnsley’s Local Area Agreement 2008-11

Participation in HeritageThe Museums and Heritage Service is streamlining marketing, learningactivities, exhibitions and event planning, collection management andinterpretation across all sites, effectively rebranding the service. Keyaims are to improve access and widen audiences across the servicethrough a range of initiatives. Experience Barnsley is a major HeritageLottery Funded project to establish a new museum and archive in theTown Hall linked to communities across the town. Major investment isbeing made in the service’s public facilities, collections, historicbuildings, gardens and country parks to improve their quality andestablish a sustainable service.The main priority within the archives service over the coming years willbe the Experience Barnsley project which aims to create a newmuseum and archive for the borough. Alongside this, the aim is toincrease the storage provision, develop collections further, and makemore of Barnsley’s heritage available online.Participation in ArtsA high quality innovative programme of arts events and festivals will bedeveloped over the next three years to raise Barnsley’s profile in theregion as a destination for cultural experience. A strong emphasis willbe placed on co-ordinating and delivering dedicated participationprogrammes that seek to engage equality groups and hard to reachgroups within the community and in doing so address health andeducation inequalities.Participation in CulturePriorities for libraries in recent years have been the introduction of morelearning opportunities and the re-location or refurbishment of librarybuildings to be fit for purpose and accessible when the communityneeds them. This has taken place alongside investment in books andother items, raising awareness of the facilities available and increasinglibrary membership usage. The challenge over the next three years isto engage more adults in discovering and making use of Barnsley’slibraries and the services offered. Part of that challenge is to make theservice responsive to changing community needs and demographicsand services need to be constantly assessed to maintain and securetheir relevance.Strategies:• Cultural Statement and supporting Improvement Plan• Sport and Active Recreation Strategy• Creative Arts Strategy• Heritage Strategy• Libraries Improvement Plan.58Improving the Quality of Life in Our Communities: By Securing theProvision of Facilities and AmenitiesBarnsley’s Local Area Agreement 2008-11

HOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-designated IndicatorsTarget Target Target08/09 08/09 08/099 D Use of public libraries11 D Engagement in the arts3% increase above baseline as confirmed through Active PeopleSurveyCodeLocal Performance IndicatorsTarget Target Target08/09 08/09 08/09Local Physical Activity participation 5 times a week Statistically significant above baseline tbc July 2008CodeRemaining Performance Indicators from the NI Set8 Adult participation in sport and active recreation10 Visits to museums and galleries59Improving the Quality of Life in Our Communities: By Securing theProvision of Facilities and AmenitiesBarnsley’s Local Area Agreement 2008-11

BUILDING COHESIVE AND ENTERPRISINGCOMMUNITIESOVERVIEW OF THE OUTCOMEThis Outcome recognises that cohesive and enterprising communitiesare more likely to be built if they are supported by active, engaged andempowered citizens working in partnership with public agencies andelected representatives. The present national government policyframework supports this thinking, in terms of the Local GovernmentWhite Paper Strong and Prosperous Communities 2006, and theresulting Local Government and Public Involvement in Health Act 2007.One Barnsley recognises that the best way forward for the borough is inpartnership with the citizens, people and communities who live and/orwork in the Borough. Therefore, action needs to be taken to ensurethat citizens and communities are partners in making decisions aboutservice delivery and in making this vision a reality.Community engagement is defined, in the context of local communityplanning processes associated with the SCS and LAA, as follows:Developing and sustaining a working relationship between one ormore public bodies and one or more community groups, to helpthem both understand and act on the needs of issues that thecommunity experiences.60Central to the delivery of this outcome is the objective to support strong,active, empowered and inclusive communities, who are informed,involved and directly contributing to the ‘place shaping’ of theircommunities.This means working together to develop:• Strong communities, who can form and sustain their ownorganisations, bringing people together to deal with their commonconcerns.• Active and empowered communities, where people are supportedto improve quality of life in their own communities, take upenterprise opportunities, and to have control over their own lives.• Inclusive communities, where all sections of the community feelthey have opportunities to be involved in decision-making, influencepublic services, and respect diversity.Significant progress has been made in recent years, learning fromneighbourhood renewal programmes, in particular in the area ofneighbourhood management. This recognises that public agenciesworking with residents in partnership are more likely to deliversuccessful agreed local outcomes. This process, in turn, encouragesempowerment, enterprise and cohesion.The Third Sector, which is made up of social enterprises, voluntary,community and faith groups, has for many years successfully workedBuilding Cohesive & Enterprising Communities Barnsley’s Local Area Agreement 2008-11

within communities on a range of issues, in a way that the publicservices are unable to do. This has ensured that the community’s voicehas become central to the way services are delivered and developed.It has ensured that the community has not become disconnected frompublic services. Building on this sound foundation, there is a strongrecognition of the need to create and sustain a thriving third sectoracross the Borough.Improving inclusion and cohesion, and empowering communities toimprove services in their area is paramount. However, there are alsofundamental barriers to engaging in, and benefiting from, the positivechanges in Barnsley, such as financial exclusion. Improved financialinclusion, for example, underpins access to work and impacts on qualityof life. The need to improve people’s financial capability, increaseaccess to legal advice and the availability of, and access to, affordablecredit and banking services are key areas for improvement.Community cohesion is about how different people in the boroughintegrate and get on with one another, so it is relevant to almost everyarea of activity, and complements the approach to communityengagement.Community cohesion is not a new issue, but it is a relatively recentphrase in government terminology. Understanding of it is changingrapidly. For many people, the term community cohesion is unclear. Itcan mean different things to different people, and the subject iscomplicated and often contentious. In particular, it is often confusedwith race relations or seen as relating only to minority groups andimmigrants rather than the whole community. However, it is much morethan this and central to achieving this outcome. The work of theGovernment’s Commission on Integration and Cohesion has set out anew definition and vision for cohesive communities.The definition includes not just the desired result, but also the processof arriving at it. In devising an action plan to support the local Strategy,it is important to acknowledge that the bringing together of groups andagencies to work towards shared goals of cohesion is, in itself, aprocess of cohesion.OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENTThe approach builds on a strong history and investment in SocialInclusion, community capacity building and community development,without which effective community empowerment, cohesion andenterprise are unlikely to be achieved. However, it is also recognisedthat there is a need to improve community engagement practice,alongside deepening the understanding of the process of communitycohesion. As such, two key One Barnsley Strategies have beendeveloped, building upon the Social Inclusion Framework to addresscohesion and empowerment with imaginative and resourced actionplans.61Building Cohesive & Enterprising Communities Barnsley’s Local Area Agreement 2008-11

Social InclusionBarnsley’s integrated approach to Social Inclusion brings together thepriorities of this outcome. One Barnsley’s Social Inclusion Framework(2006/09), Improving Services – Improving Lives set out the approachto reducing exclusion, recognising Social Exclusion is about more thanincome poverty. It is ethically, socially and economically unacceptable.It has costs not just for those who are excluded, but also for all thosewho live and work in Barnsley. Social exclusion is a short hand term forwhat can happen when people or areas suffer from a combination oflinked problems such as unemployment, poor skills, low incomes, poorhousing, high crime, bad health and family breakdown’ (Breaking theCycle, SEU 2004)These problems are linked and mutually reinforcing so that they cancreate a vicious cycle in people‘s lives. The main causes andconsequences of social exclusion are: poverty and low income;unemployment; poor educational attainment; poor mental or physicalhealth; family breakdown and poor parenting; poor housing andhomelessness; discrimination; crime; and living in a disadvantagedarea. The risk factors of social exclusion tend to cluster in certainneighbourhoods, but not everybody at risk lives in a deprived area.The Social Inclusion Framework was informed by a review of theprevious framework in 2005. The review also resulted in the creation ofa formal delivery partnership as part of the ‘One Barnsley’ LocalStrategic Partnership structure. The Equalities, Diversity and Inclusion62Partnership (EDIP) is responsible for the coordination of social inclusionactivity across the borough, working with voluntary and communitygroups along with other partners to deliver positive outcomes to localpeople.EDIP have recently developed a Community Cohesion and CommunityEngagement strategy to provide some focus on inclusion and,supported by the third sector, the Council and its partners aim to ensurestrong support mechanisms are in place for the communities ofBarnsley.Community CohesionBarnsley’s first cohesion strategy builds on this thinking further, placingit in the context of Barnsley, and achieving a local vision.Firstly, by including the concept of integration, it recognises that itinvolves the relationships between different groups of existingresidents, as well as the relationships between existing residents andnew residents arriving into neighbourhoods. This is important toBarnsley in pursuit of the long term vision as a 21 st century markettown.Secondly, it is acknowledged that a sense of belonging can be rootedat the national, local or neighbourhood level. The factors which affectthe cohesion of Barnsley’s communities will be different to thoseBuilding Cohesive & Enterprising Communities Barnsley’s Local Area Agreement 2008-11

affecting other parts of the country, and within the borough, differentneighbourhoods and communities are facing different challenges.Thirdly, there should be an emphasis on the individual’s sense of theirrights and responsibilities and contribution to the community, as well astheir sense of trust in local institutions. It will be important to workclosely with communities, and with other agencies in the borough, tocreate clarity and consensus about the responsibilities both ofindividuals and of institutions.The Community Cohesion Strategy draws together each element ofcommunity cohesion and sets out the challenges and responses thatneed to be actioned. This will help to ensure people receive theopportunities they are entitled to, are able to engage in communityactivity and get on well together, whatever their social and culturalbackground.The key objectives of the strategy include:• Supporting agencies to promote community cohesion and make itan integral part of their policies and practices.• Supporting all communities to develop their contribution to theborough, recognise the contribution of others, and build strong andpositive relationships with each other.63• Ensuring the safety of all communities by identifying, managing andreducing tensions.• Developing the Council and their partners’ role in communicatingpositive messages, both proactive and reactive, on communitycohesion-related issues.Building Social Capital and Encouraging EnterpriseThe Commission on Integration and Cohesion highlighted theimportance of meaningful interaction, and this is supported by analysisshowing that ‘bridging’ social capital can have a direct and positiveimpact on cohesion.However, meaningful interaction doesn’t just happen and, together, allpartners need to help create the right conditions and opportunitieswhich support people in developing relationships or ‘bridging’ withpeople from different backgrounds. Cohesion is naturally built throughregular contact and inter-action, for example, schools, workplaces,leisure and sports participation, and neighbourhoods. Efforts will focuson these areas working with parents at the ‘school gate’, communityengagement and neighbourhood teams on estates, local footballleagues, and so on.These examples of social capital reflect the need to work at the microlevelin building cohesion. It is recognised that educational, sport andart clubs, religious and charitable organisations and youth groups,potentially allow their members to build up social capital and pursueBuilding Cohesive & Enterprising Communities Barnsley’s Local Area Agreement 2008-11

common goals without imposing negative externalities on the rest ofsociety.Furthermore, it is important to consider the links between activeparticipation in communities and the number of voluntary organisations,which are indicators of social capital. The dynamic of social capital,health and economy can both influence the reported social capital oflong term residents and encourage migration into an area of peoplewith higher levels of social capital. Barnsley’s strategy stronglyrecommends investment in social capital as a key intervention.The Community Engagement and Empowerment strategy will set outthe approach to ensuring the community is supported and involved inthe ongoing renewal of their neighbourhoods and shaping the future ofthe Borough. This will include revised arrangements at aneighbourhood level providing residents with real opportunities to holdservice providers to account and influence decisions affecting theirlocality. A key aspect of this will be the evolving, new NeighbourhoodsFramework.An example of good practice in this area is the work in Kendray, whereresidents are fully involved in making decisions about the way certainservices are delivered in their area. Neighbourhood Management hasshown that by sharing the responsibility for making decisions betweenthe community and service providers, a more enterprising communityhas developed. This has resulted in improved living standards andgreater levels of satisfaction. The success of such programmes haslargely been due to the commitment and confidence of both serviceproviders and the community working together to improve their area.Community Engagement practice was identified as a key improvementarea by the South Yorkshire local authorities, as a part of the RegionalImprovement and Efficiency Strategy. Barnsley has led thisimprovement programme and worked closely with the NationalEmpowerment Partnership in Yorkshire and the Humber to shape anddeliver this agenda. These have been encapsulated in theEngagement Strategy Action Plan, and include development andtraining opportunities in themes covered in the National CommunityEmpowerment Action Plan, such as Participatory Budgeting,Neighbourhood Agreements, Community Engagement Standards, andCommunity Anchor Organisations. Learning and exchange seminarsare planned alongside a major regional champions of participationworkshop for key policy makers and practitioners to help deepenunderstanding of community engagement and empowermentprocesses and contribute to influencing the delivery of the CommunityEmpowerment White Paper.Before any community engagement activity is undertaken within theborough all those responsible for conducting the engagement must plantheir activities. This will reduce the amount of over-consultation andengagement fatigue that has occurred in certain areas of the boroughand within some groups. The national standards for community64Building Cohesive & Enterprising Communities Barnsley’s Local Area Agreement 2008-11

engagement will be used as a framework to help plan and deliverengagement activity more effectively, and act as an evidence base forexternal assessment.The Community Engagement Strategy Action Plan sets out activities tohelp meet key local objectives and complement the Government’sNational Community Empowerment Action Plan. The action plan willbe continually monitored and reviewed to ensure it is a flexible andevolving plan that responds to the changing needs of local communitiesand community engagement activities.Support to the Third SectorThe support of the Third Sector as a key partner in deliveringneighbourhood renewal, economic and social inclusion, is an integralpart of the delivery of the LAA. Building on previous investment whichhas seen the sector significantly grow, work is now taking place toensure infrastructure services are sustained and provided from astrong centre, visualised in the new “Core” building, alongside servicesbeing delivered in neighbourhoods through effective community anchororganisations. The Third sector will also continue to play a vital role inbuilding social capital in and across communities, including the creationof “enterprise hubs”.partners. The capacity building of voluntary and communityorganisations is promoted within the Compact and is further supportedby the Government’s strategy for community capacity building “FirmFoundations”. However the local authority also plays a significantleadership, funding and facilitator role in helping to create anenvironment for a thriving third sector, which is anticipated to continue.Strategies:• Social Inclusion Framework 2006-2009• Community Cohesion Strategy 2008–2011• Community Engagement Strategy 2008–2011• Refreshed approach to Neighbourhood Engagement andGovernance Structures 2008• Corporate Equalities Strategy 2008• Neighbourhood Action Plans• Community Partnership Action Plans• Community of Interest Plans e.g. BBEMI• Active Citizenship Strategy.Furthermore, certain community engagement activity is delivered by thethird sector, often on behalf of the council or other statutory sector65Building Cohesive & Enterprising Communities Barnsley’s Local Area Agreement 2008-11

HOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance Indicators1 D % of people who believe people from different backgrounds get on well together in their localarea.Target08/09 09/10 10/114% improvement on baseline → 68%2 N % of people who feel that they belong to their neighbourhood.Targets to be agreed once baseline3 N Civic participation in the local area.confirmed via Place Survey. A6 N Participation in regular volunteering.statistically significant increase will beset at this point.7 D Environment for a thriving third sector. 5.3% increase on baselineCodeLocal IndicatorsTarget08/09 09/10 10/11Local Financial Inclusion: number of new members recruited to the Barnsley Credit Union. 1000 1500 2000Local Financial Inclusion: number of clients accessing appropriate and competent legal advice forproblems relating to social welfare categories of law in:3,500(new3,700(new4,000(new• Debt and financial benefitsclients) clients) clients)• Welfare benefits• Housing• Employment66Building Cohesive & Enterprising Communities Barnsley’s Local Area Agreement 2008-11

CodeRemaining Performance Indicators from NI Set4 % of people who feel they can influence decisions in their locality (Outcome 11).13 Migrants English Language skills and knowledge.23 Perceptions that people in the area treat one another with respect and dignity.67Building Cohesive & Enterprising Communities Barnsley’s Local Area Agreement 2008-11

IMPROVING THE HEALTH OF THE PUBLICAND NARROWING HEALTH INEQUALITIESOVERVIEW OF THE OUTCOMEHigh Levels of Ill HealthBarnsley has historically suffered unacceptably high levels of ill health.This is partly due to its industrial past but is more attributable to highlevels of economic deprivation, and low aspirations and expectations oflocal people. The Fit for the Future Strategy is the main vehicle fortackling the poor health in Barnsley. The strategy is delivered througha multi-agency partnership and combines a lifestyle related programmewith work to achieve policy changes and actions on the widerdeterminants of health, such as transport, education, housing,employment and planning.Life ExpectancyRelatively poor life expectancy is a major issue in Barnsley. People areliving longer than their parents and grandparents with changes instandards of living and improved health care both having a positiveimpact. However, the gap between Barnsley and the rest of the countrycontinues to widen. Adjusting for age and gender, Barnsley’spremature death rate is 15% higher than the national average and 10%higher than the regional average.There are also massive health inequalities within the borough and thetargeting of particular hot spots is required to narrow the gap. In lifeexpectancy there is an 11.6 year difference for males and a 12.9 yeardifference for females in life expectancy between neighbourhoodsacross the borough.Lifestyle ChoiceWhilst there are a range of factors that have had a positive impact,people’s lifestyles and choices in relation to diet, lack of exercise andsmoking significantly reduce life expectancy. 80% of premature deathscould be avoided by changes to people’s lifestyle. These lifestylechoices are also powerfully shaped by the wider social environment.Fostering an environment that supports people to make healthierchoices is central to combating the illnesses arising from the moderntwenty-first century lifestyle.To improve health outcomes in the borough requires the contributionsof many agencies and the community itself. Policies that promotepublic health, such as the legislation to prevent smoking in publicplaces and the new nutritional standards for food in schools, help makethe healthy choice the easy choice. The ability to walk from place toplace, use the car less, the availability of efficient public transport,ready access to recreation and safe play facilities are directly related toincreasing physical activity levels and reducing obesity. Approaches to68Improving the Health of the Public & Narrowing Health Inequalities Barnsley’s Local Area Agreement 2008-11

planning, transport and the built environment have far reachingconsequences for health and wellbeing.It is recognised that improvements in mental wellbeing are needed ifpeople are going to be motivated to address lifestyle issues such assmoking, improving nutrition and being more physically active. Alcoholuse, particularly among young people, is a high priority for action due tothe adverse impact it has on health and other issues. These includemental and physical ill health, domestic abuse, anti-social behaviourand many others.There are also concerns in Barnsley about high and rising levels ofsexually transmitted diseases, especially chlamydia, and high levels ofteenage conceptions, all linked to prevailing cultural norms, attitudesand behaviours.OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENTIn Barnsley, a 3 pronged approach is being used:• Tackling health inequalities through prevention - a well establishedcomprehensive long-term public health programme has beendeveloped called ‘Fit for the Future’. Its main aim is to preventpeople from becoming ill in the first place. This is a long-termprogramme. The health inequalities that exist between Barnsleyand the rest of the country were systematically created overdecades and will require long term solutions.• Addressing the determinants of ill health - addressing the widerproblems that affect people’s health such as low income,worklessness, poor housing, family support and social networks,the environment and educational attainment. In so doing, it willcontribute to all aspects of the borough’s economic and socialregeneration, from social inclusion to neighbourhood renewal andwealth creation.• Improving the local health service in both primary and hospital care- improvements are being made in the diagnosis and treatment of illhealth. This means that people are treated quickly and fewer aredying early from their illnesses, but further improvements areneeded, especially in primary care.This approach ensures that work to both diagnose and treat the earlysymptoms of disease is coupled with longer term preventativeintervention to change behavioural and cultural norms and create ahealthier environment. The recently launched ‘Dying too Young’initiative gives impetus to the need to channel partner efforts towardsthe following improvement priorities:-SmokingThere has been significant improvement in recent years to reduce thesmoking prevalence rate across the borough from 33% in 2005 to 28%69Improving the Health of the Public & Narrowing Health Inequalities Barnsley’s Local Area Agreement 2008-11

in 2008. This has been achieved through a variety of interventionssuch as an accessible Barnsley NHS Stop Smoking Service and highlyeffective marketing campaigns. This has been substantially aided bythe introduction of comprehensive legislation to restrict smoking inenclosed public places and workplaces from July 2007 and raising theage of sale of tobacco from 16 to 18 in October 2007.Whilst great inroads continue to be made, smoking remains the singlegreatest cause of preventable illness and death. Beyond the wellrecognised effects on health, smoking also plays a role in perpetuatingpoverty, deprivation and health inequality. The challenge now is todeliver future improvement and reduce prevalence rates even further,especially amongst pregnant women, routine and manual workers andyoung people.Sexual HealthBarnsley's teenage conception rate has decreased from 54.1 per 1000girls aged 15-17 in 2005 to 49.7 per 1000 girls aged 15-17 in 2006, anoverall decline of 17.5% since 1998. Although the 2006 teenagepregnancy rate is lower than predicted for the level of deprivation,Barnsley is currently not on course to meet the Public ServiceAgreement 2010 target of 30, and has negotiated an LAA targetreflecting better use of local data, to deliver against the agreed target.Both Barnsley and the Yorkshire and Humber have high levels ofSexually Transmitted Infections (STIs) which have shown dramatic70increases over the last ten years. This reflects the national picture.New diagnoses of HIV infections are also increasing and chlamydiainfection is currently the most common sexually transmitted infection(STI) diagnosed in GUM clinics in the United Kingdom.Barnsley has robust teenage pregnancy and sexual health strategies inplace with senior level commitment, and both have been subject tointernal and external scrutiny and review.Over the last year emphasis has been placed on strengthening theimplementation of local strategies which includes developing level oneand two services as part of a hub and spoke model for Contraceptive,Advice and Sexual Health (CASH) services, i.e. in school settings,outlying areas, strengthening the Sex and Relationship Education(SRE) programme within personal, Health, Social and Citizenshipeducation (PHSE) in schools, improving networking and communicationusing social marketing techniques, better support for teenage parents,etc.ObesityObesity levels nationally and locally are rising and now represent thegreatest public health challenge for the next 3 years. The trends areparticularly concerning in relation to children and young people giventhe combination of sedentary lifestyles and high fat, fast food regularlyconsumed as part of lifestyle choices. The Barnsley Healthy WeightStrategy and Action Plan was produced in 2006. The Healthy WeightImproving the Health of the Public & Narrowing Health Inequalities Barnsley’s Local Area Agreement 2008-11

Steering Group monitors and reviews the action plan and includes arange of partners based on the recognition that obesity is not just theresponsibility of individuals within health.Diet and NutritionThe Barnsley Food Strategy 2006 (which has a regularly updatedaction plan) aims to address the wide-ranging food issues fromproduction, supply and consumption to meet public health, socialeconomic and sustainability goals. It has 6 key aims of which 4 relatedirectly to diet and nutrition. These are to:-1) Reduce inequalities in diet related diseases e.g. heart disease,stroke and diabetes.2) Improve the diets of individuals at all stages of life withemphasis on children, workplace, vulnerable people under 65and older people.3) Make it easier for individuals to choose a safe, healthy diet.4) Increase awareness and understanding about the benefits of ahealthy diet.5) Develop and promote a sustainable food chain, maximising theeconomic opportunities it can provide.6) Increase partnership, co-ordination and knowledge sharing onfood related issues and initiatives between the NHS, localauthority, businesses and community/voluntary sector.There are plans to accelerate the work on diet and nutrition in 5 keyareas:-• Expansion of practical food skills programme –To increase and improve the current provision of ‘Cook and Eat’ andfood taster sessions and to improve awareness of the 5 a daymessage.• Maternal and children under 5 nutrition programme –To improve the nutrition and health status of pre-conception and antenatalwomen and their children, specifically up to the age of 5 years.• Schools, colleges and looked after children food and nutritionprogramme –To increase and improve the knowledge regarding healthy eating in theage group 5-19 years and to improve the provision of healthy choicesmade available to them in these environments.• Workplace food –71Improving the Health of the Public & Narrowing Health Inequalities Barnsley’s Local Area Agreement 2008-11

To improve the provision of food in the workplace to support healthyeating initiatives and messages.• Food in deprived communities; promoting healthier foodchoices –To improve the supply and availability of affordable, healthier qualityfood choices within local communities across Barnsley.Physical ActivityThe importance of increasing physical activity levels has become moreapparent due to the rising levels of obesity. In addition to this, theassociation between poor health and physical inactivity is wellrecognised. A range of opportunities are in place in order to encouragehigher levels of participation. These include: community based sportsand active recreation development officers, specialist exercise sessionsaimed at individuals with existing chronic disease, an exercise andweight management programme for obese children, cycle trainingwithin schools and many others. A programme of work to develop ahealth check approach to planning and transport development will helpto create work to an environment that supports active travel. Thisincludes the forthcoming implementation of a Public Health Specialistwithin the local authority Planning Department. A Co-ordinator leads inincreasing walking activity, which includes the training and developmentof Volunteer Walk Leaders, walking groups and the implementation ofthe National Stepometer Programme within schools and communities.This work contributes to the delivery of the walking strategy. A cyclingstrategy has also been developed to increase levels of cycling in theBorough.Mental WellbeingApproximately 25% of the population of Barnsley will experience mentalhealth problems at some point in their life (World Mental Health Report2001) Stress, anxiety and depression account for a third of all lostworking days. Up to 30% of all General Practitioners time with patientsis spent on mental health issues. There are more people in receipt ofincapacity benefit for a mental health problem than are currentlyunemployed in Barnsley.Traditionally, approximately 90% of mental health care is delivered inPrimary Care, with depression accounting for 10% of all new diagnosisin Primary Care. The Mental Health Service is an integrated health andsocial care service and has responsibility for promoting mental healthand mental well being whilst working collaboratively with otheragencies. Over the next two years the provision of talking therapies willbe introduced, along with redesigning current community mental healthservices.Strategies:• Public Health White Paper- Choosing health: making healthierchoices easier 200472Improving the Health of the Public & Narrowing Health Inequalities Barnsley’s Local Area Agreement 2008-11

• Fit for the Future Strategy• Alcohol-Harm Reduction Strategy• Children and Young People’s Plan• Every Adult Matters – Adults Commissioning Framework• School Travel Plans• Dying Too Young Strategy - to reduce health inequalities and meet2010 targets• Healthy Weight Strategy 2006-10.• Joint Strategic Needs AssessmentHOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance IndicatorsTarget08/09 09/10 10/1153 N Prevalence of breastfeeding at 6 – 8 weeks from birth Prevalence 21.5% 23.4% 25.7%Coverage 85% 90% 95%56 D Obesity in primary school age children in Year 6 20.2 20.2 19.9119 N Self reported measure of people’s overall health & wellbeing TBC following Place Survey 2008120 D All-age all cause mortality rate Males 755 726 699Females 554 541 528121 N Mortality rate from all circulatory diseases at ages under 75 94.5 90 85122 N Mortality from all cancers at ages under 75 130.2 128.4 126.273Improving the Health of the Public & Narrowing Health Inequalities Barnsley’s Local Area Agreement 2008-11

D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeLocal IndicatorsTarget08/09 09/10 10/11Local Smoking Prevalence rate 21% 21% 21%CodeRemaining Performance Indicators from NI Set55 Obesity in primary school age children in Reception70 Hospital admissions caused by unintentional and deliberate injuries to children and young people113 Prevalence of Chlamydia in under 25 year olds115 Substance misuse by young people123 Stopping smoking126 Early access for women to maternity services137 Healthy life expectancy at age 65184 Food establishments in the area which are broadly compliant with food hygiene law74Improving the Health of the Public & Narrowing Health Inequalities Barnsley’s Local Area Agreement 2008-11

SECURING THE WELLBEING OF OLDER ANDVULNERABLE PEOPLE IN NEEDOVERVIEW OF THE OUTCOMEThis outcome is focused on improving the well-being of all older andvulnerable people of Barnsley. It recognises that preventative work hasthe potential to help people to live longer, healthier and happier lives.The aim is to support and encourage independent living whilst alsoproviding fair access to high quality care to those who need it.In July 2006 the Department of Health published ‘Our Health, Our Care,Our Say’: A New Direction for Community Services. This sets out thegovernment’s vision for improving health and well-being of all people. Ithas 4 goals:• Better prevention services with earlier intervention• Giving more people more choice and a louder voice• Tackling inequalities and improving access to community services• More support for people with long-term needs.Our Health, Our Care, Our Say identifies 7 positive outcomes, by whichLocal Authorities, working with partners, will be judged. These are:• Improved health and emotional well-being• Improved quality of life• Making a positive contribution• Choice and control• Freedom from discrimination• Economic well-being• Personal dignity.Putting People First, a concordat signed by adult social care and healthproviders across all sectors, the NHS Executive, central and localgovernment, professional bodies and regulators was published inDecember 2007 committing the signatories to a radical transformationof adult care services over the next three years. Key elements of theprogramme include: giving most people who receive funded care theirown personal budgets; much closer collaboration between NHS andlocal government; a focus on early intervention and prevention;investing in support that tackles loneliness and isolation; and a jointstrategic needs assessment undertaken by local authorities, relevantPCT and NHS providers.‘Putting People First’ requires local authority leadership accompaniedby authentic partnership working with the local NHS, other statutoryagencies, third and private sector providers, users and carers and thewider local community to create a new, high quality care system which75Securing the Wellbeing of Older & Vulnerable People in Need Barnsley’s Local Area Agreement 2008-11

is fair, accessible and responsible to the individual needs of thoseindividual carers who need support.This is a key challenge for Barnsley given the increasing populationtrends and expectations around choice and independence. The systemof funding and delivering social care is currently being debatednationally and a Green Paper is expected in summer 2008 aimed atthese issues.Local ContextPartnership In Action is the partnership vehicle for the delivery ofintegrated health and social care services. It was established using theflexibilities of Section 31 of Health Act 1999 and is a formal partnershipbetween the local health community and BMBC, including pooledbudgets and decision-making arrangements. The agreement coversintegrated planning, commissioning and provision of services for peoplewith mental health problems, learning disabilities, physical disabilities orsensory impairment, older people and people with drug and alcoholissues.Adult Social Services is one of the largest areas (in financial terms) ofthe Council. The Directorate is responsible for developing,commissioning and delivering adult social care to the people ofBarnsley. The Directorate is also responsible for ensuring improved coordinationand delivery of services for older and vulnerable adultsoutside of the traditional social care field, particularly focused upon76wellbeing and prevention services. The Council’s Adult social careprovision is currently assessed as 3 star (maximum), and has been for3 successive years.Demographic changes mean that people are living longer, with morecomplex conditions. The life expectancy projections to 2010 suggestthat male life expectancy will continue to increase to 76.7 years inBarnsley (78.5 years for the England average). Female life expectancyalso continues to increase to 80.8 years in Barnsley (82.1 years for theEngland average).From a population of 224,600 (Office of National Statistics, mid yearestimates 2008) the percentage of the population over 65 is 17%. Thisis expected to rise to 23% by 2029, an increase on current figures of56.3% which is slightly higher than the national average of 50.6%. Theincrease in the (75+) population is also expected to be higher at 66.1%,again slightly higher than the national average of 60.0%.Whilst these figures will present challenges, increased health andwellbeing may result in older people spending the greater part of theirextended old age in excellent health. The older the age one attainswithout becoming disabled, the shorter the period of dependency to beexpected before death. However, for other client groups, notably thosewith learning difficulties and physical disabilities (possibly mentalhealth), the picture is different. Whilst these groups will also enjoySecuring the Wellbeing of Older & Vulnerable People in Need Barnsley’s Local Area Agreement 2008-11

elatively longer lives, they are also likely to have more complex careneeds.Recognising these factors it is clear that there is a need to change theapproach to social care in order to ensure future needs andexpectations can be met.OUR APPROACH – WHAT WE ARECURRENTLY DOING TO DELIVERIMPROVEMENTSTo meet the national agenda, as well as local challenges, Barnsley hasa shared vision called ‘Every Adult Matters’ (EAM); this was developedprior to Putting People First and seeks to deliver improvement againstthe 7 outcomes of ‘Our Health, Our Care, Our Say’ and the priorities ofthis agreement. The self-directed support agenda is at the heart ofEAM. The aim of EAM is for:“People in Barnsley to maximise their aspirations for control andindependence over their health and well-being supported by flexible,responsive, preventative services”.The 3 themes of EAM are:• rapid and convenient access to high quality, cost-effective services.The partnership arrangements are currently under review and during2008 a single Adult Commissioning, Finance and Performance Boardwill be established, supported by expert partnerships under thePartnership in Action Framework.Barnsley is also developing an Adults and Communities WellbeingStrategy that has 3 strands:• to work with and for individuals to encourage them to look after theirown health and to reduce the risks that might be threaten their wellbeing.• to improve the environment in which they live.• to make commissioning decisions about health and social careservices which promote well-being and preventative work.The draft strategy recognises that people cannot be healthy without ahealthy environment. Housing, green spaces, leisure opportunities,availability of reasonably priced healthy food, clean air and safe streetsare all essential components to achieving well-being. The strategyaims to provide a framework for delivering the seven outcomes for adultwell-being.• recognising people are in control of their own health and care• enabling and supporting independence and well-being77Securing the Wellbeing of Older & Vulnerable People in Need Barnsley’s Local Area Agreement 2008-11

The successful achievement of such a complex change agenda willrequire clear leadership and strong programme management and willneed to align three critical organisational elements:• Transformation strategy• Delivery mechanism for change• Maintenance of the current service delivery and levels ofperformance.This transformation is not starting from zero and a number of buildingblocks are already in place. The focus for the next 3 years will be toensure improved promotion of the 7 priorities of the Local AreaAgreement. This includes:Improved health and emotional wellbeing - It is clear that improvinghealth is a key area of work for organisations, partners andcommunities alike. This is recognised by the inclusion of a specificambition in the Sustainable Community Strategy and an Outcome inthis agreement aimed at Improving the Health of the Public andNarrowing Health Inequalities. There is a good level of effectiveintermediate care and considerable evidence of investment inrehabilitation services which is having a positive impact on reducingdelayed transfers. Further work includes the remodelling of the inhouse home care service into a Home Assessment and ReablementService. In addition, there are a number of initiatives in place topromote healthy living with co-ordinated support for national78campaigns, as well as an ‘Ageing well in Barnsley’ booklet and healthpromotion work in Agewell centres and across the various services. Anemergency carer’s card is being piloted across the Borough. Thisprovides an emergency back-up service for vulnerable adults and theircarers.Improved quality of life - The independence and quality of life ofalmost all people in Barnsley is a key priority. This can be seen in thework on individual budgets, direct payments and telecare. There arewell targeted initiatives that are making a difference, for example, thehigh levels of investment in intermediate care and the development ofextra care housing across the Borough. Intervention is being focusedon supporting people to live at home and the use of intensive homecare. There has been good progress in modernising the wardenservice to better meet peoples’ needs and to free up resources forreinvestment. The aim is to ensure fair access to housing for a varietyof vulnerable households and to deliver a range of high quality housingrelated support and advice services that are flexible, offer choice, andpromote social inclusion at a local level.Making a positive contribution - The individual budget pilot usesmodels of self assessment across all service areas and this is beingdeveloped for small items of equipment as well as a self assessmentmodel for carers. There is an embedded culture of service userconsultation and participation which has enabled people to influenceservice design, development and delivery. Barnsley Arena, a serviceSecuring the Wellbeing of Older & Vulnerable People in Need Barnsley’s Local Area Agreement 2008-11

users and carer led organisation, is commissioned to facilitate thisengagement. Wider citizen engagement is being addressed throughthe developing consultation and local governance arrangements, whichincludes the work of Area Forums, Area Boards and Area Conferences.Carers were also involved in the development of the Carers’ Strategyand are in the majority on the Carers’ Strategy Steering Group.Support for carers will continue to be improved by ensuring they haveaccess to the services, support and advice required. In July 2007 anew homeless families’ accommodation scheme was opened, enablingmore vulnerable families to remain within Barnsley whilst looking atoptions for permanent accommodation.Increased choice and control - Services are being modernised andthe balance of care is shifting away from residential support towardssupport in the community with this approach due to be furtherstrengthened. An increasing range of services are being provided forthe people of Barnsley with the direction of travel towards self directedsupport. This includes new out of hours arrangements and a singletelephone point of access. The work to increase the level of selfdirected support through the individual budgets pilot and support forpeople to exercise choice and live independently is also a focus forimprovement. Commissioning arrangements for access to independentadvocacy are being reviewed to ensure equity of access across clientgroups and communities. A home care night sitting service is beingpiloted in Bolton-on-Dearne and Goldthorpe. This enables serviceusers to remain in their homes for longer and supports safe earlyhospital discharge as well as reducing the burden on informal carers.Freedom from discrimination and harassment - The Council and itspartners believe strongly that the people of the Borough and thosevisiting should be treated fairly and should not be subject todiscrimination or harassment. The Building Cohesive and EnterprisingCommunities Outcome of this document sets out the approach tocommunity cohesion and involvement, identifying areas forimprovement. The same principles apply to people receiving services,including social care. This is reflected in the focus on promotingequality of access to services, the implementation of ‘Putting PeopleFirst’ and the personalisation of services.Economic well being – To improve the economic well-being of olderand vulnerable people a number of initiatives have been introduced.There is a project for individuals with physical/sensory disabilities thatprovides such aspects as job coaching and interview skills to assist inthe transition into suitable and sustainable employment. Work was alsodone in 2007/08 to ensure that carers’ assessments focus on support toemployment. Information on various support mechanisms, volunteeringand local colleges is available in the Carers’ Handbook. The Carers’Strategy has a clear focus on supporting economic wellbeing andemployment, and in 2008/09 the action plan includes working withemployers to promote carers rights. There are plans in place to furthertrain staff on assessment processes to embed the progress made to79Securing the Wellbeing of Older & Vulnerable People in Need Barnsley’s Local Area Agreement 2008-11

date. It is also important to note the needs of young carers, not least ontheir individual access to learning and transition into employment. Theeffective Future Carers programme, that enables people intoemployment through training, development and work placement, willalso be continued.The broader work to facilitate economic growth, reduce worklessnessand improve skill levels will also have a positive impact upon vulnerableadults in Barnsley. In addition, there will be an increased emphasis onreducing fuel poverty by providing assistance schemes along withadvice and support issues, including energy efficiency.Maintaining personal dignity and respect - There has been goodprogress made in establishing a Safeguarding Adults Board and thereis evidence of effective multi agency work. South Yorkshire widepolicies and procedures have been developed and adopted to protectvulnerable adults. The Association of Directors of Adult Social Servicescriteria have been adopted and an action plan is in place to achievethese. Development areas include the need to identify a budget and towiden membership. To ensure progress in this area, plans are in placeto seek to improve the views of service users about service provisionand the way in which they have been treated.Strategies• Putting People First – A shared vision & commitment to thetransformation of adult social care HM Government December2007.• Every Adult Matters• Joint Strategic Needs Assessment• Affordable Housing Strategy• Supporting People Strategy• Homeless Strategy• Older People Strategy• Mental Health Strategy.80Securing the Wellbeing of Older & Vulnerable People in Need Barnsley’s Local Area Agreement 2008-11

HOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance IndicatorsTarget08/09 09/10 10/11128 N User reported measure of respect and dignity in their treatment (Deferred to 2009/10) TBC TBC TBC130 D Social care clients receiving Self Directed Support (Direct Payments and Individual 272 458 745Budgets).135 N Carers receiving needs assessment or review and a specific carer’s service, or adviceand information139 N The extent to which older people receive the support they need to live independently athomeN/A TBC TBCBaseline TBC via Place Survey future targetsfor years 2 & 3 to be set in 2008.141 D Percentage of vulnerable people achieving independent living 73% 74% 76%187 N Tackling fuel poverty – percentage of people receiving income based benefits living inhomes with a low energy efficiency rating10.2%(SAP 35)18%(SAP 65)8.6%(SAP 35)20.5%(SAP 65)6.9%(SAP 35)23%(SAP 65)81Securing the Wellbeing of Older & Vulnerable People in Need Barnsley’s Local Area Agreement 2008-11

CodeRemaining Performance Indicators from NI Set124 People with a long-term condition supported to be independent and in control of their condition125 Achieving independence for older people through rehabilitation/intermediate care127 Self reported experience of social care users (Deferred to 2009/10)129 End of life care - access to appropriate care enabling people to be able to choose to die at home131 Delayed transfers of care132 Timeliness of social care assessment (all adults)133 Timeliness of social care packages following assessment134 The number of emergency bed days per head of weighted population136 People supported to live independently through social services (all adults)137 Healthy life expectancy at age 65138 Satisfaction of people over 65 with both home and neighbourhood142 Percentage of vulnerable people who are supported to maintain independent living145 Adults with learning disabilities in settled accommodation146 Adults with learning disabilities in employment147 Care leavers in suitable accommodation148 Care leavers in education, employment or training149 Adults in contact with secondary mental health services in settled accommodation150 Adults in contact with secondary mental health services in employment180 The number of changes of circumstances which affect customers' Housing Benefit/ Council Tax Benefit entitlements within theyear181 Time taken to process Housing Benefit / Council Tax Benefit new claims and change events82Securing the Wellbeing of Older & Vulnerable People in Need Barnsley’s Local Area Agreement 2008-11

SECURING THE WELLBEING OF CHILDREN,YOUNG PEOPLE AND FAMILIESOVERVIEW OF THE OUTCOMEPopulation ContextThere are 54,700 children and young people resident aged 0-19 inBarnsley. This represents a decrease of 100 based on 2005 figures,with the biggest increases in the 1 – 4 age group (up by 300) and 15 –19 age group (up by 300), compared to a decrease of 600 in the 5 – 9age group and 100 in the 10 – 14 age group. Of these children andyoung people, 34,500 are registered in Barnsley schools (5 – 18 yearsold) and approximately 6,300 (18.3%) are identified as having beenassessed as having special educational needs. A rich ethnic mix isalso developing with 4% of children in primary school and 2.4% ofyoung people in secondary education being of an ethnic origin otherthan White British. It is also worth noting that in January 2007 figuresshow that there were 232 asylum seekers under 24 years old within theBorough.The Well-being of Barnsley’s Children and Young PeopleThis outcome is central to the future of the Borough, and the prospectsfor Children and Young People, as reflected in the Children and YoungPeople’s Plan (CYPP 2008-2011). The Borough has high aspirationsfor all Barnsley’s children and young people to be in the best of health;83feel safe wherever they are; enjoy leisure time positively; achieve wellat school, college, in training, and at university; and contribute todecision-making and support the community and environment whilstunderstanding their rights and responsibilities so that they can enteradulthood, able to support themselves, contribute to the community andbe free from poverty. This is facilitated by supporting each child, youngperson and their family through the provision of high quality servicesand the drive for excellence. The LAA and CYPP will act as thecatalyst for this change, harnessing a multi agency approach towardscontinual service improvement and the delivery of better outcomes forchildren, young people and their families within Barnsley.Barnsley’s Children and Young People’s Plan is based on the 5outcomes of the Every Child Matters agenda:• Being healthy - This outcome covers: the health of the unborn childand parent through to birth, infancy, childhood, adolescence andthe transition into adulthood. Barnsley has a relatively poor healthrecord so the focus is on: physical health; mental and emotionalhealth; sexual health; healthy lifestyles and eliminating substancemisuse including alcohol.• Staying safe - The agenda for this outcome spans: keeping childrensafe from harm at home and away from home; safe environments;safe recruitment practices; road safety; domestic abuse andpreventing and tackling bullying. Barnsley has a good record inrelation to keeping children safe through supporting parents,Securing the Wellbeing of Children, Young People & Families Barnsley’s Local Area Agreement 2008-11

preventing harm and only intervening in family life where absolutelynecessary.• Enjoy and achieve - The enjoy and achieve outcome is oneveryone’s agenda. Not all children and young people have accessto positive activities and play but work is currently taking place tocreate more opportunities throughout the Borough. Historically,attainment levels have been well below national averages, not justbecause of changes to the economy but also concerns about theeffectiveness of the leadership and management of schools and thequality of teaching and learning experiences. Significantimprovements in these areas mean that attainment across themajority of key stages is at an all time high within Barnsley, thoughthere is still a long way to go to reach national attainment levels.• Making a positive contribution - With support from parents, carersand the community, children and young people can develop anunderstanding of their rights and responsibilities, develop positivebehaviours and views of themselves and others, and have theconfidence and opportunities to actively participate in decisionswhich affect them personally, and their communities. Action toprevent anti-social behaviour is having a positive impact alongsidesupporting them to make an informed positive change if they do getinvolved in anti-social behaviour.• Achieving economic wellbeing - This outcome is important toeveryone in Barnsley. It covers a range of issues fundamental tothe regeneration of the Borough including: eradicating child poverty;linking young people’s learning with the transition into employment;improving skill levels and motivation; ensuring good qualityhousing/ accommodation; securing the wellbeing of those who aredisabled or in poor health; and supporting the transition intoadulthood.OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENTThe main priority is to promote the wellbeing of all Barnsley’s childrenand young people so that they achieve their full potential in all aspectsof life; including health, safety, leisure, educational achievement,contribution to community life and readiness for adulthood. The LAAprovides the vehicle to accelerate this change and harness thecommitment of partners, as well as the community, to the delivery ofimproved outcomes for children, young people and their families. Assuch, the focus in relation to each of the five outcomes is as follows:Be healthy - the aim is to:• Improve child health particularly in relation to diet and exercisewithin an increasingly sedentary society; reduce the proportion ofoverweight children and young people and the impact this can havethroughout life; reduce the number of teenage conceptions, andreduce risky behaviours arising from alcohol and drug misuse.84Securing the Wellbeing of Children, Young People & Families Barnsley’s Local Area Agreement 2008-11

• Ensure that children and young people achieve appropriate levelsof development and are ready for learning and life.Staying safe - the aim is to:• Improve support to safeguard children and young people at risk ofharm in their families.• Take steps to make sure that bullying is an exceptional occurrencefor children and young people and that society aims to promote anabsolute zero tolerance approach.• Take steps to prevent domestic violence and to address the impactof it on children and young people.• Reduce child casualties in line with the targets agreed with theDepartment for Transport.Enjoy and achieve - the aim is to:• Support children and young people to reach expected levels ofdevelopment, literacy and numeracy.• Ensure that by the age of 19 the vast majority of young peopleachieve the equivalent of five good GCSEs.• Increase the numbers of children and young people ready forhigher education, with at least 6 out of 10 achieving the equivalentof Level 3 (A - Levels).85• Increase the number of play spaces and opportunities over the nextthree years.Making a positive contribution - the aim is to:• Increase the number of young people involved in positive activitiesand volunteering.• Reduce the number of first time young offenders and re-offendersso that the number receiving a conviction, reprimand or finalwarning for a recordable offence falls notably.• Create a culture in which anti social behaviour in young people isan unusual event.Achieving economic wellbeing - the aim is to:• Contribute to child poverty being halved by 2010 and eradicated by2020 as a commitment to the Government’s agenda. This will bechampioned by a multi agency child poverty group.• Ensure that all young people, enter education, training oremployment with training, on leaving school and increase theuptake of young people in higher education.• Increase access to high quality child care.The ChallengeOver recent years there has been significant progress made againstoutcomes for children and young people in Barnsley, but there is stillSecuring the Wellbeing of Children, Young People & Families Barnsley’s Local Area Agreement 2008-11

further distance to travel. The priorities and approach described abovewill only be achieved by collaborative, multi-agency working withcommunities to continue to regenerate the borough, reduce childpoverty and low incomes and improve life chances. It will also work toensure that all children and young people are safe, well cared for andready and motivated to enter education, employment or training whenthey leave school, and that there is high quality child care and accessto decent homes, thus enabling children and young people to contributefully to community life and be fully equipped for adulthood.The Barnsley Children and Young People’s Plan provides more detailabout the strategy and associated action plans required to bring aboutthe desired change. It is currently being revised to encompass fourmajor strategies, namely the:• Integrated Early Childhood Strategy for Children 0–11 years.• Integrated Youth Support Strategy for Children and Young People11–19+ years.• Parenting and Family Support Strategy.• Disability and Complex Health Needs Strategy.Delivery at the local levelThese strategies are underpinned by an action plan designed to deliverintegrated working at all levels, but particularly focused at thecommunity level through nine Local Wellbeing Partnerships and86Wellbeing Leadership Teams. These are being developed acrossBarnsley serving the geographical boundaries of the Area Boards. Thepartnerships and teams will deliver the full range of services forchildren, young people and families in the area, with some scope forvariation according to local need. They will work in partnership withschools, other learning providers, children’s centres, social workservices, health services, local voluntary and community organisations,community representatives and many others, to provide the mosteffective level of service for the individual and locality.Each area will have an action plan focusing on achieving the wellbeingof children and young people and this will be centred on the fiveoutcomes of the Children and Young People Plan (CYPP). Services forchildren, young people and their families will remain fit for purpose andresponsive to local circumstances by making incrementalimprovements that are firmly rooted in the needs of the community andhave the scope to change as the community evolves. However,meeting the needs of all children and young people requires the longtermcommitment of everyone. Children, young people and theirfamilies have been engaged in consultation and it is clear that accessto services needs to be far easier at the local level; agencies and thecommunity alike need to work together and services need to be flexibleenough to response to local need to drive the delivery of improvedoutcomes. The priorities and plans described above dovetail andsupport the framework of neighbourhood management within Barnsleyand the developing local governance arrangements.Securing the Wellbeing of Children, Young People & Families Barnsley’s Local Area Agreement 2008-11

Key Strategies:• Every Child Matters.• Barnsley’s Children and Young People’s Plan.• Integrated Early Childhood Strategy 0–11 years.• Integrated Youth Support Strategy for Young People 11–19+ years.• Parenting and Family Support Strategy.• Disability and Complex Health Needs Strategy.HOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance IndicatorsTarget(S- Statutory Early Years and Attainment) 08/09 09/10 10/1151 D Effectiveness of child and adolescent mental health (CAMHs) services 12 14 1654 D Services for disabled children (Deferred to 2009/10) Deferred until 09/1065 D Percentage of children becoming the subject of a Child Protection Plan for a second or subsequent time 10-15%10-15%10-15%69 N Children who have experienced bullying TBC following release ofTell Us Survey inNovember ‘0872 S Achievement of at least 78 points across the Early Years Foundation Stage with at least 6 in each of the scalesin Personal Social and Emotional Development and Communication, Language and Literacy27% 30%87Securing the Wellbeing of Children, Young People & Families Barnsley’s Local Area Agreement 2008-11

D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance IndicatorsTarget(S- Statutory Early Years and Attainment) 08/09 09/10 10/1173 S Achievement at level 4 or above in both English and Maths at Key Stage 2 N/A 78%74 S Achievement at level 5 or above in both English and Maths at Key Stage 3 N/A 68%75 S Achievement of 5 or more A* - C grades at GCSE or equivalent including English and Maths (Threshold) 43% 46%79 N Achievement of a Level 2 qualification by the age of 19 TBC TBC TBC80 N Achievement of a Level 3 qualification by the age of 19 TBC TBC TBC83 S Achievement at level 5 or above in Science at Key Stage 3 76% 76%87 S Secondary School persistent absence rate 5.8%92 S Narrowing the gap between the lowest achieving 20% in the Early Years Foundation Stage Profile and the rest 39.5% 35.4%93 S Progression by 2 levels in English between Key Stage 1 and Key Stage 2 N/A 93%94 S Progression by 2 levels in Maths between Key Stage 1 and Key Stage 2 N/A 90%95 S Progression by 2 levels in English between Key Stage 2 and Key Stage 3 N/A 32%96 S Progression by 2 levels in Maths between Key Stage 2 and Key Stage 3 N/A 60%97 S Progression by 2 levels in English between Key Stage 3 and Key Stage 4 N/A 65%98 S Progression by 2 levels in Maths between Key Stage 3 and Key Stage 4 N/A 34%99 S Looked after children reaching level 4 in English at Key Stage 2 80% 60%100 S Looked after children reaching level 4 in Maths at Key Stage 2 60% 70%101 S Looked after children achieving 5 A*-C GCSEs (or equivalent) at Key Stage 4 (including English and Maths) 41% 38.9%110 D Young people’s participation in positive activities Baselines & targets to beset following the Tell UsSurvey in November ’08.88Securing the Wellbeing of Children, Young People & Families Barnsley’s Local Area Agreement 2008-11

D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACode Designated and Non-Designated Performance IndicatorsTarget(S- Statutory Early Years and Attainment) 08/09 09/10 10/11112 D Under 18 conception rate 46.5 per 1,000(22.7% drop from 1998)43.0 per 1,000(28.6% from 1998)116 D Proportion of children in poverty 22.9% 21.9%TBR20.9%TBR117 D 16 to 18 year olds who are not in education, training or employment (NEET) 7.8% 7.5% 7.1%CodeRemaining Performance Indicators from NI Set22 Perceptions of parents taking responsibility for the behaviour of their children in the area44 Ethnic composition of offenders on Youth Justice System disposals45 Young offenders engagement in suitable education, training and employment46 Young offenders access to suitable accommodation50 Emotional health of children52 Take up of school lunches55 Obesity in primary school age children in Reception57 Children and young people’s participation in high-quality PE and sport (Deferred to 2009/10)58 Emotional and behavioural health of looked after children59 Percentage of initial assessments for children’s social care carried out within 7 working days of referral60 Percentage of core assessments for children’s social care that were carried out within 35 working days of their commencement89Securing the Wellbeing of Children, Young People & Families Barnsley’s Local Area Agreement 2008-11

CodeRemaining Performance Indicators from NI Set61 Timeliness of placements of looked after children for adoption following an agency decision that the child should be placed for adoption62 Stability of placements of looked after children: number of placements63 Stability of placements of looked after children: length of placement64 Child Protection Plans lasting 2 years or more66 Looked after children cases which were reviewed within required timescales67 Percentage of child protection cases which were reviewed within required timescales68 Percentage of referrals to children’s social care going on to initial assessment70 Hospital admissions caused by unintentional and deliberate injuries to children and young people71 Children who have run away from home/care overnight (Deferred to 2009/10)81 Inequality gap in the achievement of a Level 3 qualification by the age of 1982 Inequality gap in the achievement of a Level 2 qualification by the age of 1984 Achievement of 2 or more A*-C grades in Science GCSEs or equivalent85 Post-16 participation in physical sciences (A Level Physics, Chemistry and Maths)86 Secondary schools judged as having good or outstanding standards of behaviour88 Number of Extended Schools90 Take up of 14-19 learning diplomas91 Participation of 17 year-olds in education or training102 Achievement gap between pupils eligible for free school meals and their peers achieving the expected level at Key Stages 2 and 4103 Special Educational Needs- statements issued within 26 weeks104 The Special Educational Needs (SEN)/non-SEN gap – achieving Key Stage 2 English and Maths threshold105 The Special Educational Needs (SEN)/non-SEN gap – achieving 5 A*-C GCSE including English and Maths90Securing the Wellbeing of Children, Young People & Families Barnsley’s Local Area Agreement 2008-11

CodeRemaining Performance Indicators from NI Set106 Young people from low income backgrounds progressing to higher education107 Key Stage 2 attainment for Black and minority ethnic groups108 Key Stage 4 attainment for Black and minority ethnic groups109 Number of Sure Start Children Centres113 Prevalence of Chlamydia in under 25 year olds114 Rate of permanent exclusions from school115 Substance misuse by young people118 Take up of formal childcare by low-income working families147 Care leavers in suitable accommodation148 Care leavers in employment, education or training198 Children travelling to school – mode of travel usually used199 Children and young people's satisfaction with parks and play areas (Deferred to 2009/10)91Securing the Wellbeing of Children, Young People & Families Barnsley’s Local Area Agreement 2008-11

HIGH PERFORMING EDUCATIONALINSTITUTIONSOVERVIEW OF THE OUTCOMEHistorically, attainment levels have been below average and very fewyoung people progressed into further education or training. Whilst thiscan be partly attributed to the loss of the industrial base, pooremployment opportunities and consequent deprivation experienced bythe borough, there were also factors concerning the effectiveness of theleadership and management of schools and the quality of teaching andlearning experienced within the Borough.However, great progress has been made in the attainment of childrenand young people in Barnsley. Since 2003 results have risen in KeyStages 2, 3 and 4, but there is still distance to travel against thenational average. There are now more young people staying ineducation and learning and achieving higher level qualifications withprovision for 14 – 19 year olds regarded as one of the five mostimproved in the country. There are also more good and outstandingschools as the leadership of schools has improved significantly overrecent years.Barnsley’s Remaking Learning Vision is about transforming children’slearning experiences, raising their aspirations, attainment and lifechances. The vision has been the subject of widespread consultationwith the whole community over the last four years. It describes aprocess of systematic and transitional change to transform learning inthe whole of the Borough, by creating the conditions and context forchange, to enable all of our schools to deliver better quality learning forall, higher standards, and as a result, better outcomes for children andyoung people.The Council has already committed to a massive investment for thesecondary Building Schools for the Future (BSF) programme. Startingin 2006, BSF is facilitating the reorganisation of secondary and specialeducation, managing the supply of school places as the numbers ofsecondary school age pupils’ decline and the diversity of provision tomeet the needs of learners and parents. This includes a faith schooland an Academy. BSF will allow for the replacement of the entiresecondary building stock by 2012, creating Advanced Learning Centres(ALCs) and Special Educational Needs (SEN) facilities across theBorough, which provide exciting, inclusive and safe learningenvironments for learners aged 11-19 and beyond.The Young Apprenticeships flagship programme has been highlysuccessful. The 4 th cohort will be available from September 2008 with awider range of skill based opportunities, offering more choice anddiversity. Schools, with their partners will be running courses fromSeptember 2008 and a new Diploma Enterprise Centre has beendeveloped. Barnsley’s young people are also moving ahead with post16 standards at or above national averages at all levels. We aim to92High Performing Educational Institutions Barnsley’s Local Area Agreement 2008-11

attract more young people and adults into post-16 learning, enterprise,innovation and creativity. The Barnsley College Capital Strategy is welladvanced and the Huddersfield University Capital Strategy will result inincreased capacity for university education in Barnsley, attractingstudents from outside the Borough as well as Barnsley residents.21 Children’s Centres have been opened across Barnsley with thepossibility of more, whilst 13 new primary schools have been opened inthe last 2 years, funded through a Private Finance Initiative. This bringsthe number of new primary schools built in the last 10 years to a total of16. Furthermore, new Primary Capital Programme funding provides theopportunity to significantly enhance the existing building and site issuesin the remaining 65 schools. Although not all primary schools can berebuilt, the aim is to ensure that all remaining schools have theequivalent range of educational and other support facilities that arecomparable with the new PFI schools, and that meet the needs of localchildren and their communities.Schools and children’s centres, as well as focusing on learning, providea broader range of services, demonstrating that Barnsley is fullycommitted to meeting its extended schools targets to create increasedaccess to activities and support for children, young people and theirfamilies. The Youth Capital Strategy, for example, will provide a widerange of positive activities, opportunities and resources for youngpeople with decisions on the funds being led by young people anddirected by their needs.The Neighbourhood Learning Net (NLN) has been extremely successfulin engaging adults and families in learning, especially those notpreviously engaged in the education system, by focusing on peoplefrom hard to reach groups, living in the most disadvantagedcommunities of the borough. It provides provision within the locality,which enables the individual to re-engage with training and, as such,support the transition into the labour market as appropriate. The NLNaddresses one of Barnsley’s most enduring and serious problems; lowskill levels amongst the adult population, which in turn impacts on theattainment and achievement of children and young people. By trying toaffect change on this section of the community, cultural norms arebeing challenged that will positively enhance the life chances andpotential of children, young people and their families.The Economic Growth Plan highlights Barnsley’s pivotal position acrossthe Leeds and Sheffield City Regions and links learning withemployability, improved skill levels, knowledge and life chances. Theneed to transform the learning process is clearly central to thesuccessful regeneration of the borough and the Remaking LearningStrategy was derived out of this need. Remaking Learning will bedelivered through a partnership between the Council, Schools, BarnsleyCollege, Huddersfield University, employers and work based trainingproviders.There is also the clear need to give the children and young people ofBarnsley a head-start in the labour market. This requires strengthening93High Performing Educational Institutions Barnsley’s Local Area Agreement 2008-11

provision for family support and learning for all; from pre-birth throughchildhood into adulthood. Remaking Learning aims to secure thetransformation of learning provision and includes: primary andsecondary re-organisation, wrap-around child care and family servicesavailable at a local level, together with a relevant curriculum forchildren, young people and adults, improved teaching and learning,effective leadership and governance. This is beginning to have a majorimpact on results and provision.OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENTThe main priority is to provide high performing learning institutions thatmeet the needs of the Barnsley community in the 21 st century. In doingso, Barnsley and its people need to embed a lifelong learning culture,embracing the Remaking Learning agenda, which is about:• Improved learner achievement• Better learner motivation and self-esteem• Improved attendance and behaviour at every stage• Enabling parents to become more involved in their children’slearning• Involving learners in decisions about their own learning• Early identification of problems and supportive intervention bringingswift and efficient access to specialist services to meet particularneeds• Supporting integrated service delivery• A greater and richer choice of learning pathways• Increased participation in post-16 learning• Increased opportunities for adult learning.Barnsley still faces the continued challenge of improving the numbersof young people gaining GCSEs, grades A*-C, in English and maths.Overall standards and levels of achievement still remain below nationalaverages despite the rate of improvement and distance travelled overrecent years. Furthermore, although there has been an increase inattainment, not enough young people go on to further or highereducation.One of the biggest challenges facing the Borough is that too manyyoung children have low levels of attainment when they start school.Language development in the foundation stage is of critical importancewith poor development being a major barrier to learning in Key Stage 1,which can continue to affect children into adulthood. Addressing this willrequire strong partnerships between schools and other providers, aswill addressing the outcomes related to health and staying safe, whichare also of major importance in early childhood.94High Performing Educational Institutions Barnsley’s Local Area Agreement 2008-11

The aim is to deliver a strategy that will transform learning with acurriculum relevant to the 21 st century, one which engages pupils andhelps them to enjoy and achieve. Within this, one of the key priorities isto improve the quality of provision (including teaching), and to providethe right learning opportunities for children and young people to ensurethat they can progress and achieve the highest possible levels ofattainment and fulfil their potential. In addition to achieving high levelsof attainment, the aim is also to develop an enterprising culture whereaspirations are high.Learner FirstThe importance of ‘learner first’ needs to be emphasised. By placingthe individual at the heart of their learning, recognising and embracingpersonalised learning needs, skills, talents and aptitudes, supported bya more diverse choice of learning pathways will ensure that theindividual is able to realise their potential. A rich and diverse continuumof learning opportunities, supported by excellent infrastructure, enableseach learner to access the best route for them, their circumstances andfuture aspirations and as such maximise their learning experience andultimate engagement with the labour market.Collaborative WorkingThe Third Sector plays an important role in providing servicesthroughout the borough to support children and young people toachieve their best at all key stages of development. In the earlychildhood years (pre-birth – 11) there is good collaboration between95health services, childcare providers, children’s centres and primaryschools. Improvements in 11–19 provision have derived fromcollaboration between schools, local colleges and work-based learningproviders, all of which have broadened the choice of curriculum offer foryoung people in a bid to meet individual needs.Children’s Centres and Primary School RedevelopmentThere is the recognition and understanding that families have a crucialrole to play in supporting learning within a child’s development. Stepsare being taken to facilitate this, with the new Play Strategy being animportant aspect of the process. The Children’s Centres Strategy hasresulted in one or more children’s centre in every area forum locality.The Primary School Private Finance Initiative programme has resultedin 13 new primary schools and the new Primary Strategy for ChangePlan will set out Barnsley’s Primary School building priorities in supportof the delivery of world class standards. It will also support the raisingstandards agenda by providing high quality teaching and learningenvironments and facilities, together with extended children’s servicesin reach of every family, placing primary schools at the heart of theircommunity.Advanced Learning Centres and Rebuilding Barnsley CollegeThe Advanced Learning Centres and the rebuilding programme atBarnsley College will, over the next few years, bring new and excitinglearning environments for young people in Barnsley. Building Schoolsfor the Future and the reorganisation of secondary schools intoHigh Performing Educational Institutions Barnsley’s Local Area Agreement 2008-11

Advanced Learning Centres (ALCs) allows the opportunity to develophigh quality learning environments. Together with the success ofUniversity Centre Barnsley, these new developments provide a positivefuture for education and learning in Barnsley.University Centre BarnsleyBarnsley has secured a campus of the University of Huddersfield in thetown centre which enables entry into higher education. There arestrengthening relationships with employers which are creating newopportunities for young people through work based learningopportunities. The local workforce is also benefiting from access to theUniversity Centre through higher level study and the leadership centredevelopments. Furthermore, Barnsley has agreed a strategic approachto the 14-19 programme, including the introduction of 17 Diplomas by2013 and secured the sign-up of all secondary schools, FE and WorkBased Learning, HE and employers and other stakeholders to deliverthis vision.Through collaborative working, both in strategy setting and operationaldelivery, the aspirations of Remaking Learning will be achieved. Withthe individual placed at the centre of their learning, able to access apathway bespoke to their needs, at a suitable location, at whatever lifestage, with the infrastructure to support this, the individual will be ableto achieve their potential and realise their chosen career.Strategies:• Every Child Matters• Barnsley’s Children and Young People’s Plan• Building Schools for the Future• Primary Strategy for Change• Integrated Early Childhood Strategy 0–11 years• Integrated Youth Strategy for Children and Young People 11–19+years• Parenting and Family Support Strategy.96High Performing Educational Institutions Barnsley’s Local Area Agreement 2008-11

HOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance Indicators78 D Reduction in number of schools where fewer than 30% of pupils achieve 5 or more A*-C grades at GCSE andequivalent including GCSEs in English and MathsTarget08/09 09/10 10/116 4 0CodeRemaining Performance Indicators from NI Set76 Reduction in number of schools where fewer than 65% of pupils achieve level 4 or above in both English and Maths at KS277 Reduction in number of schools where fewer than 50% of pupils achieve level 5 or above in both English and Maths at KS386 Secondary schools judged as having good or outstanding standards of behaviour88 Percentage of schools providing access to extended services89 Reduction in number of schools judged as requiring special measures and improvement in time taken to come out of the category90 Take up of 14-19 learning diplomas109 Number of Sure Start Children Centres97High Performing Educational Institutions Barnsley’s Local Area Agreement 2008-11

ECONOMIC GROWTHOVERVIEW OF THE OUTCOMESevere economic downturns in the 1980s/90s had a significantnegative impact on Barnsley’s traditional industries, resulting in majorjob losses. However, huge tranches of external funding invested ininfrastructure, communities and people have stabilised the Barnsleyeconomy and it is now back to the size it was 25 years ago.Unemployment has reduced dramatically, more jobs exist now, moreBarnsley people are in work and the number of locally registeredbusinesses has increased. The number of incapacity benefit claimantsis beginning to reduce. This is excellent news and there is a lot morebesides, including school age education attainment has improvedsignificantly, and rates of house building have accelerated.But getting the local economy back to the size and shape it was whencoalmining was important does not mean it is now the right size. Thelevel of employment and business structures are much like those of ourneighbours. The notable differences are stronger representations inmanufacturing and construction and a weaker show in business andfinancial services and in the private sector knowledge economy.Significantly more people travel out of Barnsley to work than travel in.In order to have sustainable communities, where people have theopportunity for employment, and businesses have customers to buytheir goods and services, Barnsley’s economic growth needs to beaccelerated. The economy of the Borough cannot rely on nearneighbours to create jobs and markets for local residents andbusinesses as they will have ambitious plans too.Barnsley’s economy is, therefore, chasing a moving target in trying toclose the gaps with our neighbours. But doing more of the same in thesame ways in Barnsley will not accelerate progress beyond the shortterm. Partners must raise the game, speed-up delivery of outcomesand prepare to leapfrog beyond catching up to setting the pace.The 21 st Century Market town remains the bedrock of Barnsley’sEconomic Plan. The town centre will become the economic driver forthe borough and needs to develop into a focus for economic growthand the creation of wealth for everyone who lives in the borough. Asuccessful and high quality town centre is an asset for the whole area.It is a place for competitive and commercial dealings, transactions andexchanges as well as a ready market represented by the town and itscatchment area. In Barnsley’s case this catchment area is the cityregions of Leeds, Manchester and Sheffield.The Barnsley Growth Plan has been produced to address the majorchallenges facing Barnsley and accelerate growth. It is the economicplan for Barnsley and all key partners have endorsed its ambitioustargets and have signalled their full commitment by signing up to theprogrammes of activity set out in the document.98Economic Growth Barnsley’s Local Area Agreement 2008-11

OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENTEmployment and worklessnessBarnsley’s employment rate has remained stubbornly fixed at around69% for the last 6 years while the numbers of people claiming workrelated benefits has, until recently, remained very high. And, eventhough numbers are falling, at 17.7% of the working age population it isstill much too high and acts as a drag on the local economy,undermining much of the effort taking place to stimulate demand.Barnsley’s Work and Skills Board has the specific remit to tackleworklessness and low skills in the borough. The initial focus has beenon worklessness and getting people into jobs, in particularstrengthening the links with employers to provide the support to firmswhen they provide employment to someone who has been out of workfor a long period of time.Partnership working has resulted in a reduction in the out of work clientbase over the past 2 years, but much more remains to be done. Asuccessful bid have been made for the European Social Fund (ESF),the Work and Skills Board has utilised Deprived Area Funding toenhance and add value to what is already taking place across theborough and is now focusing on strengthening links with employers tomake sure supply is in line with demand. Closer working with JobcentrePlus including data sharing, should result in a more focused,concentrated effort to ensure a fully effective, joined up service isprovided to the client group. This improvement priority strongly alignswith the overall efforts to reduce poverty across the Borough, includingwork to specifically reduce child poverty.Business start -up and survivalBarnsley is short of businesses and hence jobs. Indeed, the BarnsleyGrowth Plan identifies the need to have an additional 1,550 VATbusiness by 2016. Supporting new businesses and existing businessesthrough their formative years is a priority if the borough is to achieve itspotential. We have communities where there are hardly any enterprises(private, community or social) providing accessible jobs and the dailynecessity services for neighbourhoods. There is a need to stimulate agreater enterprise culture in Barnsley because the area is short ofenterprises and consequently jobs, at the same time making thesupport systems for enterprise formation and growth work a lot betterand in the service of business needs.Focus on growth sectorsBecause the Borough is short of enterprises, most forms of newenterprises grown in or attracted to the borough will be additional andconnected to the support services. This means, though, that partnerswill not be focused exclusively on the key growth sectors, althoughefforts are beginning to strengthen growth in some important sectorsincluding Creative and Digital and Advanced Metal and Manufacturing.99Economic Growth Barnsley’s Local Area Agreement 2008-11

Both are showing signs of improvement, which needs to be maintainedby continuing to support them.As a result of the vision for a 21 st Century Market Town significantgrowth is expected in the following sectors: selected financial andbusiness services, notably those providing support activities for majorcommercial centres in large cities such as Leeds and Sheffield; someproducer services industries, knowledge-based such as processengineering and control, sensors, material expertise, applied in modernmanufacturing, retail, restaurants and commercial leisure.Increase productivity/innovation/research anddevelopment/skillsSkills, as well as being, an acknowledged driver of productivity, areincreasingly essential in order to get a job and sustain employment asthe economy becomes more knowledge based.The job creation, replacement demand and skills needs inmanufacturing, retail, health and care, commercial leisure, constructionand business/professional services industries need to be anticipated towork with Sector Skills Councils and engineer appropriate provisionincluding skills for life and ICT literacy.enable business formation, survival and growth in the volumes to whichBarnsley aspires.In order to deliver against the challenging targets outlined in the GrowthPlan and the LAA, the Barnsley Development Agency needs to realignthe way it operates. It must restructure to move away from being thedeliverer of a range of short-term contracts to become more focused,becoming the key economic agency leading the delivery of the GrowthPlan, including commissioning, holding budgets, performancemanagement and reporting into the One Barnsley structure. In order forthis to take place new external contracts are being put in place andwork is underway to identify core operational budgets required toprovide the policy support and drive to the restructured delivery teams.While the BDA will lead on the economic agenda, a holistic approachhas to be taken to ensure that changes become truly sustainable. Thismeans, for example, that while external relationships are developedfurther, within BMBC we have to work closely with and align ourprogrammes to relevant ones in Children’s Services addressing NEETSand child poverty. The environment and transportation agendas arealso key areas where the interventions need to align to ensureeconomic sustainability.Steps need to be taken to ensure that enterprise, management andleadership skills provision is available in a scale and a form sufficient to100Economic Growth Barnsley’s Local Area Agreement 2008-11

Strategies• Economic Growth Plan• Financial Inclusion Strategy• Local Development Framework• Transport Vision and Strategy• Cultural Strategy101Economic Growth Barnsley’s Local Area Agreement 2008-11

HOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance IndicatorsTarget08/09 09/10 10/11151 N Overall employment rate (working-age) TBC TBC TBC152 D Working age people on out of work benefits 15.7%163 D Proportion of population aged 19-64 for males and 19-59 for females qualified to at leastLevel 2 or higher66.3% 70.5% 74.6%164 N Proportion of population aged 19-64 for males and 19-59 for females qualified to at leastLevel 3 or higher165 N Proportion of population aged 19-64 for males and 19-59 for females qualified to at leastLevel 4 or higherTBC TBC TBCTBC TBC TBC166 N Median earnings of employees in the area TBC TBC TBC171D New business registration rate TBC TBC TBC172 N Percentage of small businesses in an area showing employment growth TBC TBC TBCCodeLocal IndicatorsTarget08/09 09/10 10/11Employees in creative & digital industries TBC TBC TBCEmployees in advanced metals & manufacturing TBC TBC TBC102Economic Growth Barnsley’s Local Area Agreement 2008-11

CodeRemaining Performance Indicators from NI Set118 Take up of formal childcare by low-income working families153 Working age people claiming out of work benefits in the worst performing neighbourhoods161 Number of Level 1 qualifications in literacy (including ESOL) achieved162 Number of Entry level qualifications in numeracy achieved173 Flows on to incapacity benefits from employment174 Skills gaps in the current workforce reported by employers103Economic Growth Barnsley’s Local Area Agreement 2008-11

MEETING LOCAL TRANSPORT NEEDSOVERVIEW OF THE OUTCOMEThe ability to access and get around the Borough and beyond isessential to the quality of life of all residents. It is particularly importantto the economic growth and development of Barnsley, whilst at thesame time ensuring that economic growth does not have an adverseeffect on the growing problem incurred by high car ownership and,consequently, congestion as well as the wider environmentalsustainability of the Borough. Much of the work in delivering thisoutcome takes place in a partnership context, with the LAA providing anopportunity to build and strengthen partnership working further todeliver real improvements against priorities, within the wider context ofthe Sheffield and Leeds City Regions. It is also an important means towork with Government to achieve greater flexibility around funding andremove barriers to delivery at a local level.Barnsley has developed as a major urban centre surrounded by smallervillages – many linked to the traditional South Yorkshire Coalfields.The decline of its traditional industries has been accompanied byincreasing development in less accessible areas and there still existssome communities with poor internal and external connectivity.However, on a regional level Barnsley is extremely well placed tocapitalise on its location in the “golden triangle” of Manchester, Leedsand Sheffield. Quality transport links will enable Barnsley to realise itseconomic potential by connecting people and businesses to new andexisting market places.The provision of accessible and frequent public transport has a key roleto play in ensuring inclusion, linking people to jobs, services andleisure, with affordable transport helping to provide solutions to counterthe trends of deprivation within the Borough.Whilst meeting the transport needs of residents, businesses andvisitors, partners must also take responsibility for the Borough’s carbonfootprint and promote more sustainable travel options. This will rivalthe prevailing car dependent culture whilst not hindering economicgrowth.Health inequalities can also be improved by offering healthy traveloptions. Walking and cycling options are not only healthy butsustainable. The emerging Transport Vision and Strategy for Barnsley,aligned to the South Yorkshire Local Transport Plan, will work toaddress these issues and will contribute to the achievement of targetswithin Barnsley’s LAA, particularly NI 56 (childhood obesity).The South Yorkshire Passenger Transport Authority is responsible forpromoting and co-ordinating the use of public transport in SouthYorkshire with the South Yorkshire Passenger Transport Executiveresponsible for delivery. One of the key strategies driving thetransformation of South Yorkshire’s transport network, supporting the104Meeting Local Transport Needs Barnsley’s Local Area Agreement 2008-11

continued regeneration of South Yorkshire as a thriving and sustainablebusiness economy is the Local Transport Plan (LTP2).The Transport vision set out in LTP2 will seek to deliver or improve onthe following:-• Strategic initiatives to support and sustain a high growth economyand ensure excellent road, rail and air links to South Yorkshire thatbuild on the county’s relatively strong position on the motorwaynetwork, and on crucial north-south and TransPennine rail routes.• High quality public transport connections that support theeconomies of the South Yorkshire districts by linking the 4 mainurban centres and the new international Robin Hood Airport.• Doncaster-Sheffield (RHADS).• High quality, car competitive public transport, especially bus travel,giving good access to all jobs and services and feeding into the 4main urban centres. This would be based primarily on improvedbus networks and operations but could include the extension toSupertram and all other appropriate technologies.• A road network in good condition, managed and enhanced inconjunction with car parking policies and other appropriate demandmanagement measures to maximise the use of existing road space,minimise congestion and facilitate the free movement of goods.New links would be needed in the network to support localeconomic drivers.• A safe and well maintained transport system, improved air qualityand reduced energy consumption through improved use of publictransport, reduced congestion and encouragement of cycling andwalking.Recent Achievements:• Faster rail links to Sheffield and Leeds• Completion of the Dodworth Bypass• Construction of the new Barnsley Transport Interchange – aflagship project as part of the Remaking Barnsley Masterplan• 85% of schools in the Borough now have a School Travel Plan inplace• Completion of the Coalfields Link Road and Shafton Bypass• Conditional approval from DfT for the construction of the Cudworthand West Green Bypass• Development of the Barnsley Bus Partnership• Development of a Walking and Cycling Strategy for Barnsley• Safe Station Awards secured for Barnsley Rail Stations.105Meeting Local Transport Needs Barnsley’s Local Area Agreement 2008-11

OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENT?The Council works with a number of other key partners to deliver andimplement the vision and associated actions identified in keytransportation strategy documents affecting Barnsley. Partners includethe LTP Programme Office, South Yorkshire Passenger TransportExecutive and Authority, Health Partners, Schools, South YorkshirePolice, the other three South Yorkshire Local Authorities; Doncaster,Rotherham and Sheffield and the Local Strategic Partnership (OneBarnsley). The main strategic focus for improving transportation inSouth Yorkshire is to support economic growth and regeneration withinthe wider regional plan context of the Northern Way, City Regions andRegional Spatial, Economic and Transport Strategies.The improvement priorities for this outcome include halting theincreasing trend on congestion, improve accessibility to jobs and leisureopportunities, and improving economic linkages to the City Regions(Sheffield, Manchester, Leeds).Tackling CongestionEncouraging modal shift takes time, and it relies on the availability ofreliable, punctual and alternative sustainable transport solutions. A prerequisiteof tackling congestion is making public transport, particularlythe bus, more competitive with the car, which in turn, can meet thetransport priorities for Barnsley and the wider South Yorkshire region.Barnsley, with other South Yorkshire authorities and partners, areworking towards the implementation of a range of actions in theCongestion Delivery Plan (CDP) funded by the Department forTransport, through the LTP. The CDP highlights target routes acrossSouth Yorkshire that are known to include congestion ‘hotspots’, ofwhich there are 18, with 5 of these located in Barnsley. Improvingcongestion has a number of knock on effects, including improvedaccessibility, reduced journey time, reduced community severance,improved air quality, quality of life and regeneration. The CDP will lookto tackle the challenges posed by congestion through the following:-• Improving operating conditions for bus operators by tacklingproblems of reliability and punctuality, prioritising work on the ‘KeyRoutes’ network and addressing certain bus ‘hotspots’ through BusPunctuality Improvement Plans.• Tackling delays and unpredictable journey times on ‘Key Routes’and, under the network management duty, improving the balancebetween competing demands of different road users; developingurban traffic control and intelligent transport systems; and operatingCivil Parking Enforcement.• Achieving modal shift from the private car by promoting publictransport, and the bus in particular, and addressing the factors thatcould lead to improving its attractiveness as a competitivealternative (such as real time information, integrated ticketing - such106Meeting Local Transport Needs Barnsley’s Local Area Agreement 2008-11

as Yorcard, quality of waiting environment and boardinginfrastructure, branding and marketing initiatives).• Managing demand and reducing the need to travel throughintegrating transport, land use and parking policies and enhancingthe role of Travel Planning in encouraging smarter choices in travelbehaviour including travel plans for all schools and support tobusinesses.• Providing new infrastructure or facilities to enhance transportcapacity but lock-in the benefits for public transport users.• Through a developing freight strategy and with reference to theexisting Regional Freight Strategy, work with partners and agenciesto secure opportunities to transfer the movement of freight fromroad to rail and, where practicable, inland waterways.Improving Public TransportThe Local Transport Plan presents effective public transport as a keytool in reducing congestion, alongside its role in enabling inclusion andenvironmental improvements. In order to halt decline in public transportpatronage, SYPTE, and the bus operators, working with the Council tointroduce Quality Bus Corridors to improve the quality and reliability ofbus services.Local rail services have shown steady growth, reflecting their role inconnecting the main South Yorkshire centres. The South YorkshireRail Strategy sets out the future for the development of the rail network107in South Yorkshire over the next 20 years. The fast rail servicebetween Sheffield, Barnsley and Leeds was introduced in December2004 and the PTE are looking to double the frequency of this service inDecember 2008. Access to the new Robin Hood Airport has beenprovided through a range of bus services including a direct service fromBarnsley, via the Dearne and Doncaster. Further improvements arebeing considered. There are no direct services to Manchester Airport,though rail links via Huddersfield or Sheffield are provided.Improving AccessibilityImproving Accessibility is also one of the shared priorities set out in theSouth Yorkshire Local Transport Plan. Good transport is crucial tocommunities, especially those in the rural west and east of the BarnsleyBorough, securing access to jobs, services and facilities which arebecoming increasingly centralised. Transport is the lifeblood for manycommunities, connecting people and families, providing reliable accessto towns within the Borough, surrounding cities such as Manchester,Leeds and Sheffield or even further a field to London or Invernesswhether it be for business or leisure.Accessibility to job opportunities and facilities remains an issue in someparts of the Borough, particularly for those on low incomes and withoutaccess to a car. Accessibility of transport is also a particular concern fora number of specific groups including disabled groups, women andothers. To address accessibility issues across the Borough, therebyMeeting Local Transport Needs Barnsley’s Local Area Agreement 2008-11

improving both internal and external connectivity the followingstrategies are being developed:-• The Barnsley Local Development Framework• Barnsley Dearne Accessibility Strategy and Action Plan• Barnsley Walking and Cycling Strategy and Action Plan• Barnsley Bus Partnership.Other action taken by both the Council and partners to improveaccessibility include:-• Providing local infrastructure and facilities improvements thatimprove access to the Key Routes network for communities indisadvantaged areas or improve access locally to goods andservices.• Developing collaboration with communities through the LocalStrategic Partnerships (LSPs).• Continuing to support rural bus services and pursuing innovativesolutions with other transport suppliers and service deliveryorganisations (such as the county-wide implementation of the‘Wheels to Work’ initiative).• Engaging with partners’ local planning processes to ensure newdevelopments are planned with sustainable access principles at theout-set.• Supporting physical regeneration, incorporating access andtransport to help deliver truly sustainable communities.• Building good transport links into major developments such asHousing Growth points.• Continuing to improve the facilities and services on the transportnetwork for people with disabilities, but going beyond therequirements of the Disability Discrimination Act 2000 wherepossible.Improving Economic LinkagesEconomic decline caused by the collapse of the coal and steelindustries is starting to be turned round following Yorkshire Forward’sSingle Pot and European Regional Development Fund (ERDF)Objective 1 investment. After years of decline the population is nowgrowing. Maintaining this momentum and developing the role ofBarnsley as a key town is crucial to continuing the regeneration of thesub region.The historic settlement pattern of scattered mining villages posesparticular problems. In these locations high levels of deprivationcontinue to be experienced alongside worklessness and housing failureexacerbated by limited connectivity to key employment locations.Objective 1 support came to an end in December 2006 and paymentscease in 2008. Transitional arrangements through other fundingregimes beyond Objective 1 will be important to address the many108Meeting Local Transport Needs Barnsley’s Local Area Agreement 2008-11

socioeconomic problems we still face in Barnsley. Other fundingsources will also need to be identified, beyond the Local TransportPlan, to address these remaining issues and move Barnsley into aperiod of economic transformation in which its capacity to contribute tothe region’s and national productivity can be realised. Actions that areand will continue to contribute to improving economic linkages arehighlighted in the previous sections. Increasing road safety is a keyimprovement priority within the transport agenda and is representedmore fully under Outcome 3.• South Yorkshire Rail Strategy• South Yorkshire Bus Strategy• South Yorkshire Park and Ride Strategy• Barnsley Dearne Accessibility Planning Strategy and Action Plan.• Regional Freight StrategyLinked Strategies:• South Yorkshire Local Transport Plan 2• Economic Growth Plan• Barnsley Walking Strategy• Barnsley Cycling Strategy• South Yorkshire Congestion Delivery Plan• School Travel Plans• South Yorkshire Road Safety Strategy and Action Plan• South Yorkshire Transport Manifesto• Local Development Framework• Regional Spatial Strategy109Meeting Local Transport Needs Barnsley’s Local Area Agreement 2008-11

HOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance IndicatorsTarget08/09 09/10 10/11167 D Congestion – average journey time per mile during the morning peak (0700 – 1000 hours) 3:44s 3:47s 3.51s177 N Local bus and light rail passenger journeys originating in the authority area 118,000 119,900 120,800178 N Bus services running on time 91% 91% tbc198 N Children travelling to school – mode of travel usually used tbc tbc tbcCodeRemaining Performance Indicators from NI Set175 Access to services and facilities by public transport, walking and cycling176 Working age people with access to employment by public transport (and other specified modes)110Meeting Local Transport Needs Barnsley’s Local Area Agreement 2008-11

BUILDING THE BARNSLEY BRANDOverview of the OutcomeAlongside the drive for improvement in the performance of publicservices in recent years, recognition has grown of the importance ofpublic satisfaction as a measure of agencies’ performance. It is nowacknowledged that the customer’s or citizen’s experience in contactingor dealing with a service provider can be as important in determiningtheir satisfaction with the agency as the level or quality of the actualservice ultimately delivered.The Local Government and Public Involvement in Health Act 2007 setsout a series of new duties to enable effective local services, to createbetter places and have more robust governance arrangements thatachieve higher levels of satisfaction from customers. This is theproduct of the fact that whilst Local Government performance hascollectively improved in recent years, satisfaction levels have remainedstatic, if not dropped, creating some reputational challenges for LocalAuthorities, and, to a lesser extent, other partners. Furthermore, it hasalso been clearly demonstrated that customers and citizens who feelwell informed about public agencies will be more satisfied with theirperformance, making communication and feedback at regular andtimely intervals critical to service design, delivery and review. Thisbrings the focus of a Barnsley Brand and identity to the forefront, as theneed to effectively and continuously promote Barnsley and its offer to avariety of stakeholders, whether citizen’s, visitors or businesses, has a111significant bearing on the growth and success of the area and the levelsof citizen satisfaction.Citizen engagement and active involvement in decision making iscurrently running in parallel to the concept and implementation of newstyle Local Area Agreements, particularly in the decisions that affectcitizen’s lives and their neighbourhoods. This is a key strand to thesuccess of such initiatives as the New Deal for Communities andNeighbourhood Management, exemplified by the nationally acclaimedKendray Neighbourhood Management Pathfinder, where the citizen isplaced at the heart of the service design and delivery process. It alsounderpins the measurement of a number of the national indicators, viathe bi-annual Place Survey and others, which will ensure that theperceptions of citizens are at the heart of assessing how well progressis being made.There are also strong links to the community engagement andempowerment agendas within the context of this outcome via suchinitiatives as the Local Involvement Networks (LINks). LINks aim to givecitizens a stronger voice in how their health and social care servicesare delivered. The role of LINks is to find out what people want,monitor local services and to use their powers to hold them to account.This is exemplified further by Communities and Local Government(CLG) community empowerment action plan entitled ‘An Action Plan forCommunity Empowerment: Building on Success.’ This brings togetherthe actions that CLG is taking to enable more people to play an activeBuilding the Barnsley Brand Barnsley’s Local Area Agreement 2008-11

ole in the decisions that affect their communities; from participatorybudgeting and measures to strengthen the role of local councillors andvoter turnout, to the empowerment of young people and calls for actionthrough petitions and other forms of participation. Within Barnsley,continued work is taking place around its developing neighbourhoodgovernance arrangements, with the introduction of the new Customerand Neighbourhood Services Directorate within the Council, clearlyarticulating the Council’s commitment to the central role of the customerand the customer experience. The new localism agenda is being led bythe Area Boards and the introduction of the Children, Young Peopleand Families Wellbeing Teams throughout the Borough. These newarrangements facilitate a process where local solutions are developedfor local areas and move away from a one size fits all mentality towardsa delivery of service that is flexible enough to not only respond, but beled by local need.In 2008 Barnsley Council won a prestigious local government accoladein the annual Local Government Chronicle Awards - Leadership andPlace Shaping. This award recognises the importance of the LocalAuthority in providing strategic leadership to the community it serves.Barnsley’s entry related to its leadership through Remaking Barnsleyand Remaking Learning. The bid plotted Barnsley’s redevelopmentsince the 1990s, when South Yorkshire was deemed one of Europe’spoorest areas, to the present day, where the borough is a place ofopportunity with landmark new buildings, modernised schools andmany other community projects. However, it is important to note that112effective place shaping cannot be achieved by any one agency alone,as the shared sense of purpose and common understanding requiresthe commitment of all partners, including the community. The new styleLAA typifies this approach, requiring the commitment of partnerstowards the delivery of faster and bigger improvements for the area.The effective place shaping of an area is underpinned by a shared andconsistent approach to Build the Barnsley Brand, both within theBorough, and to national and regional stakeholders and visitors.However, it is recognised that there is confusion amongst some targetaudiences as to which agency is responsible for which service. It istherefore vital that the waters don’t become even muddier than theyalready are in the eyes of some people. Such a situation can only addto low satisfaction levels and understanding of what is done –particularly, as far as the council is concerned, and this is beingappropriately considered to avoid any further confusion, whilst notcompromising partnership working.Building the Barnsley Brand Barnsley’s Local Area Agreement 2008-11

OUR APPROACH: WHAT ARE WE CURRENTLYTRYING TO DO TO DELIVER IMPROVEMENTBuilding the “Barnsley Brand” requires action in the following areas:Public Satisfaction:Ensuring a positive customer experience which matches, or exceeds,expectations. In this way the “brand” is reflected in behaviour andexperience, and is more than just a logo or set of slogans.Improving customer and citizen satisfaction through effective processesof consultation, participation and engagement, linked to improvementactions identifiable by local communities.Branding:Supporting the on-going regeneration of the Borough by continuing tobuild positive perceptions of Barnsley regionally, nationally andinternationally, including businesses and investors both internal andexternal to the Borough. This is about projecting a positive, confidentimage of the Borough and its offer.Communication:Effective external communication, supported by strong internalcommunication, across all agencies, targeted at our local community,particularly amongst service users (in the widest sense) and communityand voluntary groups.Public Satisfaction:Delivering a Positive Customer ExperienceAn Access to Services Strategy has been developed with servicestandards to transform the customer experience through integratedaccess arrangements which are simple to understand; meaningful;accessible; responsive; and trusted. The strategy recognises thatdepartmental and organisational boundaries are of no real interest tocustomers and therefore sets out a vision for achieving seamless andintegrated access arrangements over time. Barnsley Connects ishaving a positive impact with in excess of 80% of all calls consistentlyanswered within 20 seconds compared to 40% in April 2005. A recentCitizens Panel survey (2007) showed a 20% increase in the perceptionthat ‘the council makes it easy for the public to find out about theservices it offers’, a 19% increase in ‘how it ensures its services areeasy to access’ and a 18% increase in ‘whether it provides enoughinformation about its services’, compared to the 2006 results.The increasing importance of the customer dimension is reflected in theCouncil’s recent development of a Customer and NeighbourhoodServices Directorate and a purpose built, fully integrated, town centrefacility for customer access. Two further Barnsley Connects centresare also being developed to add to the existing eight. This forms part ofthe council’s response to previous disappointing customer satisfactionresults and the recognition that a much stronger emphasis needs to be113Building the Barnsley Brand Barnsley’s Local Area Agreement 2008-11

placed on customer experience, response and communication. EachDirectorate has developed an action plan to respond to the BVPI usersatisfaction findings, and the perception/performance gaps, whilst aninnovative communications plan is being developed to improve theCouncil’s approach internally and externally.Improvement in Barnsley Council’s relationship with customers hasbeen a persistent theme in recent years, with transformational changehaving been achieved. A good deal of investment has been made inBarnsley Connects centres and e-government, but progress has beenat a slower pace than that desired due to resource constraints. Fullyintegrated customer relationship management has still to be achieved.As previously stated, excellent customer service and citizenengagement are at the heart of the LAA. The accelerated, fullintegration of front of office systems – requests for service, enquiry andcomplaint handling – into customer records, through CRM technologiesis a priority. Electronic (web based) and telephone contact can bedramatically more cost-efficient than face-to-face provision, but in orderto secure improvements and efficiencies in this area significant effortwill be required to break down barriers to the adoption of the newtechnologies, including “Web 2” across the public at large. TheCouncil’s website and web based transactional services will need to besignificantly enhanced and call centre technologies, supported by thefull CRM.The new operational structure of the Council to address theneighbourhood agenda will provide a renewed focus for servicedelivery. The emphasis is on increasing public satisfaction by makingpublic services more responsive to communities, their needs andpreferences, and securing greater engagement with the public at largein the taking of decisions that affect their everyday lives. This will becentral to ensuring that residents are fully engaged in our strongleadership and direction to place shaping the future of the Borough.Improvement through Consultation and ParticipationPublic satisfaction will be carefully tracked via a range of mediums,such as opinion surveys, monitoring of customer feedback at BarnsleyConnects centres and via “mystery shopping” techniques. The new“place survey”, to be conducted from Autumn 2008, gives anopportunity for partners to develop more cost – effective, coordinatedand responsive systems for consultation and participation.The new duty on the Council to involve residents in the improvement ofservices will require more widespread and embedded use of techniquessuch as service user panels. However, with the introduction of the newstyle LAA, national indicator set and the Place Survey, Barnsley’scurrent arrangements are being reviewed to ensure they remain fit forpurpose and promote a partnership spirit and ethos.114Building the Barnsley Brand Barnsley’s Local Area Agreement 2008-11

BrandingIf the Council and its partners were a commercial organisation with acommercial product to sell, these would be a recognition of the need tobuild the “Barnsley brand”. A “brand” is a way of working, a consistentapproach to dealing with customers, a promise, with seriousconsequences for satisfaction with the brand if the promise is broken. Ittakes many years and considerable investment to build a brand, but allthat work can be destroyed in minutes if the customer experience orlevels of satisfaction are compromised.The delivery of an excellent customer experience requires thecommitment of all partners. One Barnsley has established a BarnsleyBrand sub-group of the board, to take this agenda forward. This groupconsists of representatives from across the One Barnsley partnershipincluding Barnsley and Rotherham Chamber of Commerce andIndustry, Barnsley Council and Barnsley College. The group has beencharged with working up how the LSP can develop the Barnsley Brandconcept and will report at regular intervals into the Board.Communicationcommunications, internal communications and corporate branding. ThePlan is being implemented, with key activities around a more effectivecommunications network; further information campaigns on Councilpriorities and activities; more communications/media training forMembers and officers; new corporate brand guidelines; and improvedinternal communications including core briefs and team briefings. Thisis being further complemented by the Council’s Zero Based ActivityReview which is currently being undertaken. Findings and futureproposals are due to be implemented later in the year.Furthermore, a systematic and audited approach will be adopted for theprovision and dissemination of public information about the Council’sservices and new approaches, including direct marketing to key opinionThe Council is also participating in the Local Government Association’sReputation Campaign which is encouraging councils to improve theirimage, reputation and perception amongst its audiences bystrengthening their activities in a number of key areas, including mediarelations, community publications and neighbourhood cleaning.Effective Communication – Raising AwarenessA Best Value Review of the Council’s communications function wasconcluded in late 2006, resulting in a comprehensive improvement plancovering a wide range of improvement activities across external115Building the Barnsley Brand Barnsley’s Local Area Agreement 2008-11

HOW WILL THIS OUTCOME BE MEASURED?D = Designated within LAA; N = Non-Designated within LAA; Local = Local Measure within LAACodeDesignated and Non-Designated Performance IndicatorsTarget08/09 09/10 10/1104 D % of people who feel they can influence decisions in their locality 5% increase abovebaseline once determined.05 N Overall/general satisfaction with local area Statistically significantabove baseline oncedetermined by PlaceSurvey.CodeRemaining Performance Indicators from NI Set14 Reducing avoidable contact: minimising the proportion of customer contact that is of low or no value to the customer140 Fair treatment by local services116Building the Barnsley Brand Barnsley’s Local Area Agreement 2008-11

PERFORMANCE MANAGING BARNSLEY’SLAAINTRODUCTIONThe 57 priorities for improvement set out in this Local Area Agreementfor Barnsley have been agreed with partners. The means by whichprogress against these will be measured is a suite of 89 performanceindicators and related targets, 30 of which have designated statusagreed with Government Office Yorkshire and Humber (GOYH) and therelevant Government Departments, with a further 16 statutory targetsfor early years and educational attainment agreed with the Departmentfor Children, Schools and Families. All of these priorities are vitallyimportant in improving outcomes for individuals in Barnsley but also forthe place itself. Many of the priorities will also make a strongcontribution to the Government’s national improvement agenda.The delivery of the 57 priorities will not just happen. The LocalAuthority, working in partnership with other partners in Barnsley, areresponsible and accountable for their delivery. Robust performancemanagement arrangements have been put in place to providereassurances to both central and regional government and, of course,that good progress can and will be sustained throughout the life ofBarnsley’s Local Area Agreement. This section outlines the overallapproach to performance managing Barnsley’s Local Area Agreement2008–11, the roles and responsibilities of the various partnersindividually, and collectively within the LSP, and how the responsibilityand accountability will be shared and owned.RESPONSIBILITY AND ACCOUNTABILITYIn line with the requirements of the Local Government and PublicInvolvement in Health Act 2007, it is ultimately the responsibility of thelead Local Authority to ensure that suitable performance managementarrangements are in place for the Local Area Agreement as a whole,although the arrangements need to have the full commitment andownership by all partners engaged in the delivery of Barnsley’s LAA.This is crucial if the performance management arrangements are to beeffective in delivering agreed targets and meet the test of externalassessment through the Audit Commission’s Comprehensive AreaAssessment arrangements starting in 2009.One Barnsley BoardThe Board is the strategic partnership body responsible for the deliveryof the Sustainable Community Strategy (SCS), of which the LAA is akey delivery vehicle. The One Barnsley Board is made up of seniorrepresentatives from the main public sector organisations operating inBarnsley, but also includes representatives from the third sector.Accountability for performance against individual priorities and targetsrests with the individual agencies themselves in line with the Duty toCo-operate and Duty to Have Regard. The One Barnsley Board willhave ultimate responsibility for overseeing overall performance and117Performance Managing Barnsley’s LAA Barnsley’s Local Area Agreement 2008-11

progress of the Local Area Agreement, mainly as the ‘go to’ group ifthings cannot be resolved or an intervention is required. In particular,its role will be to add value at a strategic level, maximise senior leveljoint working and unblock any difficulties. Moreover, it will foster areasof innovation and creativity to ensure the delivery of the vision andambitions within the SCS. The LAA Delivery Group, reporting to theOne Barnsley Board on an exception basis, will be operationallyresponsible for delivering and performance managing the LAA.LAA Delivery GroupThe LAA Delivery Group will be the primary body with overallresponsibility for the LAA’s implementation. It will monitor performanceagainst the agreed priorities, and provide exception reports to the OneBarnsley Board at regular intervals. The Delivery Group will also beresponsible for ensuring effective relations with Government OfficeYorkshire and Humber is maintained and will also coordinate anyimprovement activity in liaison with individual partners through robustaction planning. Terms of Reference for the Delivery Group haverecently been refined to reflect the focus on implementation andperformance monitoring. Essentially, the Delivery Group will be the‘engine room’ of performance management activity, and support withGOYH, to help keep the LAA on track, and coordinate any remedialactions.LSP Delivery PartnershipsThe thematic Delivery Partnerships will be responsible for reportingperformance on a quarterly basis to the LAA Delivery Group on thosedesignated and non-designated targets within their portfolio containedin the LAA, and any additional performance indicator information in theNational Indicator Set outside of the LAA arrangement. EachPartnership will be responsible for identifying a lead to coordinateperformance management arrangements within the Partnership as wellas taking on responsibility for other areas.Individual AgenciesWhilst the success of the delivery of the LAA will depend heavily uponeffective partnership working, it is ultimately individual partner agencies,in line with their ‘Duty to Co-operate’ and ‘Duty to have Regard’, whowill be responsible and accountable for the delivery of the LAA and itsrespective improvement priorities and targets. The practicalimplications of ‘having regard’ to local improvement targets includes:-• Ensuring clear links between all local improvement targets andrelevant business planning and performance managementprocesses;• Ensuring that relevant LAA targets will be clearly butproportionately reflected within each individual partners authority’slocal, regional or sub-regional resource allocations;118Performance Managing Barnsley’s LAA Barnsley’s Local Area Agreement 2008-11

• Ensuring that the staff of responsible and partner authorities aremade aware of any LAA priorities and that these are reflected instaff and other appraisal processes.• Partners to work through the LSP Board and its thematicpartnership to collectively oversee progress towards deliveryagainst all targets in the LAA based on existing data andinformation provided by individual partners.Essentially, the above means that the LAA should be mainstreambusiness for all partners and be fully integrated within day-to-dayactivity, resource allocation and service delivery.Of course, each Agency will have their own individual performancemanagement arrangements in place complemented by formal reportingarrangements. The LAA Delivery Group will work with partners toensure these arrangements are respected and fully taken account of.There may be scope to develop an integrated approach to performancemonitoring arrangements, over the medium to long term, via a sharedapproach and system.BMBC Performance Improvement UnitThe Chief Executive’s Performance Improvement Unit within theCouncil will work with partners to establish an agreed performancemanagement process and system to practically manage the LAA. Thiswill include the timely collation of data from Council services andpartners, providing challenge and support regarding delivery, and119providing the detail to support the LAA Delivery Group in preparingperformance exception reports for consideration by the Board on aquarterly basis. Any notable exceptions requiring intervention andcorrective action will be monitored and reported where appropriate atmonthly intervals. The Unit will work closely and collaboratively withthe Council’s Community Planning team, and equivalent performanceand other teams and officers within partner agencies, to maximise jointworking, and support effective decision making.DATA QUALITY AND DATA EXCHANGEIn order to manage performance effectively, it is essential that robustarrangements are in place to enable partners to work jointly, particularlywith respect to the effective collation and use of local managementdata, and the sharing of this across organisational boundaries. Thenational data ‘Hub’ will provide a useful and centrally accessibleresource for data analysis and interpretation.The Council’s Corporate Information Management Group (CIMG)provides the strategic lead in creating and sustaining an ‘InformationCulture’ within the Council, and with its partners. The PersonalInformation Sharing Charter, established in August 2006 and signed upto by all partners, will provide a useful framework within which partnerscan exchange data confidently.The enhanced importance of Data Quality has increased in recentyears as a result of the Audit Commission’s Data Quality AuditPerformance Managing Barnsley’s LAA Barnsley’s Local Area Agreement 2008-11

arrangements for each Local Authority, and their development of DataQuality standards for public bodies. Reliable, accurate and timelyinformation to manage the performance of each individual priority andunderpinning targets is therefore an essential element of robustperformance management arrangements for the LAA.In recognition of the importance of Data Quality, the Council adopted aData Quality Policy in June 2007, which has recently been refined(June 2008). In addition, a Data Quality Group is well established andmeets regularly to promote and share best practice. The next phase ofthis Data Quality work will be to extend the work with partners to agreea common approach to Data Quality, especially given that the CAAprocess will include a Data Quality assessment for all partners. This isstrongly aligned to the governance arrangements of partnershipworking and the need for a robust approach to the quality of data usedto manage performance and deliver improvement.IMPROVEMENT TARGETS AND ACTIONPLANNING120The 57 improvement priorities are underpinned by an ambitious targetbehind which much work has gone on to agree something with partnersthat are realistic for Barnsley but will also present a degree of challengeand stretch. The targets are in place for the life of the LAA (3 years),although some may be subject to an annual refresh and review duringthe life of the agreement. The designated targets can only be changedwith the consent and agreement of government, whilst the nondesignatedtargets can be amended or removed at local discretion.Some of these targets may be disaggregated to target efforts eithergeographically and/or by certain groups.Each priority area will have a separate monitoring arrangement, withaligned trajectories and action plans. This will outline what is going tobe done, by which agency, and when, to deliver the requiredimprovement. The Council’s Performance Improvement Unit willoversee the performance management framework which will provide avisual overview of performance with an associated RAG status, as wellas a more detailed commentary against both the action plan andimprovement targets. It will also draw out any risks, challenges and thecontribution of partners in addressing these. Key issues such as thenational context, use of resources, data quality considerations andvalue for money will underpin the assessment of progress andassociated risks.MONITORING AND REVIEWThere will be an annual refresh and review exercise as part of the LAAperformance management arrangements. A number of indicatorswithin the national 198 set are new and baselines will not have beenagreed, so the annual refresh and review will provide an opportunity tomonitor performance against these and establish a baseline for2009/10 and targets for the following 2 years. The annual refresh andreview of the designated targets will take the form of a series of bilateralPerformance Managing Barnsley’s LAA Barnsley’s Local Area Agreement 2008-11

meetings between lead partners and GOYH to review progress to date,assess performance and identify ongoing support arrangements.Outside of, but linked to the LAA, external assessment and inspectiontriggered by the CAA process will continue, as will other sectoralregimes for partners such as the assessment of Policing andCommunity Safety. These audit and assessment regimes may be acatalyst for bringing in other indicators into the LAA from the 198 shouldperformance be highlighting a downward trajectory, and stimulate theneed for improvement in other areas. As a result, a close eye will alsobe kept on the rest of the 198 not in the LAA to maximise performancein as many of these areas as possible.Overall, effective performance management arrangements, alongside amature and challenging approach to working collaboratively, will becrucial to the successful delivery of Barnsley’s LAA.121Performance Managing Barnsley’s LAA Barnsley’s Local Area Agreement 2008-11

CONCLUSIONBarnsley’s LAA reflects Barnsley’s story of place, its historical andperformance context, and the basis for its improvement priorities andtargets over the next 3 years. It will be a key tool in delivering the longterm vision and ambitions of the Sustainable Community Strategy,achieving the agreed outcomes for the community and contributingtowards the Government’s national priorities.The LSP will oversee the contribution of all partners to deliver theimprovements to shape the future of Barnsley and take some crucialsteps to meet the 2020 vision agreed for the long term future of theBorough.The LAA has been developed and constructed through extensivecollaboration – including the outcomes, the improvement priorities andthe targets – and reflects a genuine commitment by all partners to worktogether to deliver the agreed improvement for the next 3 years. Thisrepresents an important starting point, though the hard work will be todeliver and achieve the desired level of performance across all thetargets, many in complex and/or stretching areas. The LAA willbecome absolutely mainstream business – not an add-on – and be partof the core, day-to-day activities of all partners to ensure that theimprovement priorities are fully delivered. Clear action plans, outliningwhat will be done, by which agency and when, will be central to theeffective delivery of the LAA, using mainstream and other resources.The annual review and refresh will be important processes to assessprogress, take accelerated action where required, and evaluate the keyachievements and areas for improvement going forward. The CAAframework will also assist in assessing and challenging improvementagainst the LAA priorities, and in identifying other areas for acceleratedimprovement.122Conclusion Barnsley’s Local Area Agreement 2008-11

TECHNICAL ANNEX – THE NATIONAL INDICATOR SETREFNO:D/N/SNI 1(D)NI 2(N)INDICATORDESCRIPTION% of people whobelieve people fromdifferent backgroundsget on well together intheir local area% of people who feel thatthey belong to theirneighbourhoodPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11BVPI Survey2006/07 64%.4%improvementon baseline68% BMBC Place Survey(Equalities, Diversity &Inclusion Partnership)2008/09 Targets to beagreed once baselineinformation is availablethrough the Place Survey.A statistically significantincrease will be set at thispoint.BMBC Place Survey(Equalities, Diversity &Inclusion Partnership)NI 3(N)Civic participation in thelocal area2008/09 Targets to beagreed once baselineinformation is availablethrough the Place Survey.A statistically significantincrease will be set at thispoint.BMBC Place Survey(Equalities, Diversity &Inclusion Partnership)123Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 4(D)NI 5(N)NI 6(N)NI 7(D)INDICATORDESCRIPTION% of people who feelthey can influencedecisions in theirlocalityOverall/generalsatisfaction with localareaParticipation in regularvolunteeringEnvironment for athriving third sectorPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11BVPI Survey2006/07 – 32%baseline.5%Increaseabovebaselineonceconfirmed5.3%increaseonbaseline2008/09 Statisticallysignificant above baselineonce confirmed via thePlace Survey.2008/09 Targets to beagreed once baselineinformation is availablethrough the Place Survey.A statistically significantincrease will be set at thispoint.BMBC Place Survey(Equalities, Diversity &Inclusion Partnership)BMBC Place Survey(Equalities, Diversity &Inclusion Partnership)BMBC Place Survey(Equalities, Diversity &Inclusion Partnership)BMBC (Equalities,Diversity & InclusionPartnership)124Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 8NI 9(D)INDICATORDESCRIPTIONPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Sport England/ DCMSAdult participation insportUse of public libraries 3%Increaseoverbaseline –determinedthroughActivePeopleSurvey2009(Cultural Consortium)Sport England/ DCMS(Cultural Consortium)NI 10NI 11(D)Visits to museums orgalleriesEngagement in the arts 3%increaseoverbaseline –determinedthroughActivePeopleSurveyBaseline2009Sport England/ DCMS(Cultural Consortium)Sport England/ DCMS(Cultural Consortium)125Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 12NI 13NI 14INDICATORDESCRIPTIONRefused & deferredHouses in MultipleOccupation (HMO)license applicationsleading to immigrationenforcement activityMigrants Englishlanguage skills &knowledgeAvoidable contact: Theaverage number, ofcustomer contacts perreceived customerrequestPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Deferred for collectionuntil 2009/10 due to thedefinition still beingworked up in responseto consultationcomments.BMBCBMBC and Equalities,Diversity & InclusionPartnershipBMBCNI 15 Serious violent crime rate South Yorkshire Police(Barnsley SaferCommunitiesPartnership)NI 16Serious acquisitive crimerateSouth Yorkshire Police(Barnsley SaferCommunitiesPartnership)126Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 17(D)NI 18(D)NI 19(N)INDICATORDESCRIPTIONPerceptions of antisocialbehaviourAdult re-offending ratesfor those underprobation supervisionRate of proven reoffendingby youngoffendersPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Overallcompositeaverage baselineof 49.2% agreed.2008/09Baseline tobe confirmed/reviewedfollowing firstPlace BasedSurvey 2008.2010/11 %improvementin perceptionStatisticallysignificantabovebaseline (3%)The target isto achieve a5% reduction% improvementin perceptionsstatisticallysignificantabove baseline(3%). To haveno more than46.2% ofrespondentsperceiving thatthe issues area very/fairly bigproblem.2010/11 %reduction in adultre-offending to bedeterminedBMBC Place Survey(Barnsley SaferCommunitiesPartnership)National OffenderManagementService/Probation(Barnsley SaferCommunitiesPartnership)Youth OffendingTeam(Barnsley SaferCommunitiesPartnership)127Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 20(D)NI 21NI 22NI 23INDICATORDESCRIPTIONAssault with injurycrime rateDealing with localconcerns about antisocialbehaviour & crimeby the local council &policePerceptions of parentstaking responsibility forthe behaviour of theirchildren in the areaPerceptions that peoplein the area treat oneanother with respect &dignityPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/119.1(2030)8.8(1974)Provisionaltarget of 8%over 3 years,subject tobaselines,confirmationand annualbreakdown8.6 per 1000(1920)South Yorkshire Police(Barnsley SaferCommunitiesPartnership)BMBC Place Survey(Barnsley SaferCommunitiesPartnership)BMBC (Barnsley SaferCommunitiesPartnership)BMBC (Barnsley SaferCommunitiesPartnership)128Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 24NI 25NI 26NI 27INDICATORDESCRIPTIONSatisfaction with the waythe police & local councildealt with anti-socialbehaviourSatisfaction of differentgroups with the way thepolice & local councildealt with anti-socialbehaviourSpecialist support tovictims of a serioussexual offenceUnderstanding of localconcerns about antisocialbehaviour & crimeby the local council &policePERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Deferred for collectionuntil 2009/10 due to themethodology still beingdeveloped.Deferred for collectionuntil 2009/10 due to themethodology still beingdeveloped.Deferred for collectionuntil 2009/10 due to thedefinition still beingdeveloped.BMBC Place Survey(Barnsley SaferCommunitiesPartnership)BMBC Place Survey(Barnsley SaferCommunitiesPartnership)BMBC (Barnsley SaferCommunitiesPartnership)BMBC Place Survey(Barnsley SaferCommunitiesPartnership)NI 28 Serious knife crime rate South Yorkshire Police(Barnsley SaferCommunitiesPartnership)NI 29 Gun crime rate Crime DisorderReduction Partnership(Barnsley SaferCommunitiesPartnership)129Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 30NI 32NI 33(D)INDICATORDESCRIPTIONRe-offending rate ofprolific & priorityoffendersRepeat incidents ofdomestic violenceArson incidentsPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11(Barnsley SaferCommunitiesAverage 3 yeardata for bothprimary andsecondary fires =1917 total arsonincidents.2% reductionon baseline(total of1879)Primary19.7(440)Secondary64.4(1439)4%reductiononbaseline(total of1840)Primary19.3(431)Secondary63.1(1410)6% totalreductionon baseline(1802 total)Primary18.9(422)Secondary61.8(1381)Deferred forcollection until2009/10 - to beimplemented in linewith roll-out ofMARACsPartnership)Crime DisorderReduction Partnership(Barnsley SaferCommunitiesPartnership)Fire & Rescue Authority(Barnsley SaferCommunitiesPartnership)130Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SINDICATORDESCRIPTIONNI 34 Domestic violence –murderNI 35NI 36NI 37(N)Building resilience toviolent extremismProtection againstterrorist attackAwareness of civilprotection arrangementsin the local areaPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Crime DisorderReduction Partnership(Barnsley SaferCommunitiesPartnership)BMBC (Barnsley SaferCommunitiesPartnership)South Yorkshire Police(Barnsley SaferCommunitiesPartnership)TBC TBC TBC CO DSONI 38 Drug-related (Class A)offending rateNI 39Alcohol-harm relatedhospital admission ratesDeferred for collectionuntil 2009/10 due to themethodology still beingdeveloped.Drug Action Team(Barnsley SaferCommunitiesPartnership)BDGH NHS Trust(Barnsley SaferCommunitiesPartnership)131Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 40(D)NI 41NI 42NI 43NI 44INDICATORDESCRIPTIONDrug users in effectivetreatmentPerceptions of drunk orrowdy behaviour as aproblemPerceptions of drug useor drug dealing as aproblemYoung people within theYouth Justice Systemreceiving a conviction incourt who are sentencedto custodyEthnic composition ofoffenders on YouthJustice System disposalsPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11The 2007/08baseline is 892based on currentassumptions.Target is 18%over 3 years.Target the sameas ‘Vital Signs’.6% (946) 12%(1002)18%(1062)Drug Action Team.(Barnsley SaferCommunitiesPartnership)BMBC Place Survey(Barnsley SaferCommunitiesPartnership)BMBC Place Survey(Barnsley SaferCommunitiesPartnership)Youth JusticeBoard/YOT (BarnsleySafer CommunitiesPartnership)Youth JusticeBoard/YOT (BarnsleySafer CommunitiesPartnership)132Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 45NI 46NI 47(D)INDICATORDESCRIPTIONYoung offendersengagement in suitableeducation, employmentor trainingYoung offenders accessto suitableaccommodationPeople killed orseriously injured inroad traffic accidentsPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11YOT (Barnsley SaferCommunitiesPartnership)119 -2%reduction(628)-1.4%reduction(619)-3.1%reduction(600)YOT (Barnsley SaferCommunitiesPartnership)LTP Programme Office(Partnership forTransport)NI 48(N)NI 49Children killed orseriously injured in roadtraffic accidentsNumber of primary fires &related fatalities & nonfatalcasualties, excludingprecautionary checks14 25%reductionover 2001-2004baseline to2010BMBC (Partnership forTransport)Fire & Rescue Authority(Barnsley SaferCommunitiesPartnership)133Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 50NI 51(D)NI 52INDICATORDESCRIPTIONEmotional health ofchildrenEffectiveness of child &adolescent mentalhealth (CAMHs)servicesTake up of schoollunchesPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Ofsted collect surveydata from schools(Children, YoungPeople & FamiliesLearningDisability: Base -3;16-17 CAMHS:Base – 3;24hr cover:Base – 3;EarlyPrevention:Base – 3;Total: Base –12:333312334414444416Wellbeing Partnership)Local Authorities -(BMBC) & PrimaryCare Trusts providedata through theCAMHS Mappingexercise (Children,Young People &Families WellbeingPartnership)Local Authorities -(BMBC) report data tothe School Food Trust(Children, YoungPeople & FamiliesWellbeing Partnership)134Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 53(N)INDICATORDESCRIPTIONPrevalence ofbreastfeeding at 6 – 8weeks from birthPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11PROJECTIONSa. 2008/09 =699b. 2008/09 =125c. 2008/09 =25d. 2008/09 =444PROJECTIONSa. 2009/10= 719b. 2009/10= 140c. 2009/10= 28d. 2009/10= 463PROJECTIONSa. 2010/11= 732b. 2010/11= 155c. 2010/11= 33d. 2010/11= 472PCTs report dataquarterly to DoH (Fit forthe Future)NI 54(D)Services for disabledchildrenTARGETSPrevalence21.5%Coverage85%TARGETSPrevalence23.4%Coverage90%TARGETSPrevalence25.7%Coverage95%Deferred forcollection until2009/10 due to thedefinition still beingdeveloped.BMBC (Children,Young People &Families WellbeingPartnership)135Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 55NI 56(D)INDICATORDESCRIPTIONObesity among primaryschool age children inReception YearObesity among primaryschool age children inYear 6PERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Primary Care Trust(Children, YoungPeople & FamiliesBarnsley had 484children out of2437 measureswho were classedas obese =19.9%prevalence,compared to 18%previously.% ofchildren inYear 6 whoare obesewith heightand weightrecordedwho areobese:2008/09 –20.22009/10– 20.22010/11– 19.9Wellbeing Partnership)Primary Care Trust(Children, YoungPeople & FamiliesWellbeing Partnership)% ofchildren inYear 6 withheight andweightrecorded:2008/09 – 862009/10– 882010/11– 88136Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 57NI 58NI 59NI 60NI 61INDICATORDESCRIPTIONChildren & youngpeople’s participation inhigh-quality PE & sportEmotional & behaviouralhealth of children in careInitial assessments forchildren’s social carecarried out within 7working days of referralCore assessments forchildren’s social care thatwere carried out within 35working days of theircommencementStability of looked afterchildren adoptedfollowing an agencydecision that the childshould be placed foradoptionPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Deferred for collectionuntil 2009/10 due to thesurvey still beingdeveloped.DCSF (Children, YoungPeople & FamiliesWellbeing Partnership)Local Authority -(BMBC) (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)137Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 62NI 63NI 64NI 65(D)NI 66NI 67INDICATORDESCRIPTIONStability of placements oflooked after children:number of movesStability of placements oflooked after children:length of placementChild protection planslasting 2 years or moreChildren becoming thesubject of a ChildProtection Plan for asecond or subsequenttimeLooked after childrencases which werereviewed within requiredtimescalesChild protection caseswhich were reviewedwithin requiredtimescalesPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/118% (target) BMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families Wellbeing2005/06 17.22006/07 13.92007/08 17.210-15%Five starrange10-15%Five starrange10-15%Five starrangePartnership)BMBCDCSF (Children, YoungPeople & FamiliesWellbeing Partnership)BMBC (Children,Young People &Families WellbeingPartnership)100% (target) BMBC (Children,Young People &Families WellbeingPartnership)138Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 68NI 69(N)INDICATORDESCRIPTIONReferrals to children’ssocial care going on toinitial assessmentChildren who haveexperienced bullyingPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11BMBC (Children,Young People &Families Wellbeing2008/09 Position to bereviewed followingpublication of TellUsSurvey in November2008.Partnership)Ofsted collect surveydata from schools(Children, YoungPeople & FamiliesWellbeing Partnership)NI 70NI 71NI 72(S)Hospital admissionscaused by unintentional &deliberate injuries tochildren & young peopleChildren who have runaway from home/careovernightAchievement of at least78 points across theEarly Yrs FoundationStage with at least 6 ineach of the scales inPersonal Social &Emotional Development& Communication,Language & Literacy2007 (2007-08)baseline 21.4%Deferred for collectionuntil 2009/10 due to themethodology still beingdeveloped.BDGH NHS Trust(Children, YoungPeople & FamiliesWellbeing Partnership)Children, Young People& Families WellbeingPartnership27.0% 30.0% BMBC (Children,Young People &Families WellbeingPartnership)139Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 73(S)NI 74(S)NI 75(S)NI 76NI 77INDICATORDESCRIPTIONAchievement at level 4 orabove in both English &Maths at Key Stage 2(Threshold)Achievement at level 5 orabove in both English &Maths at Key Stage 3(Threshold)Achievement of 5 or moreA*-C grades at GCSE orequivalent includingEnglish & Maths(Threshold)Achievement at level 4 orabove in both English &Maths at KS2 (Floor)Achievement at level 5 orabove in both English &Maths at KS3 (Floor)PERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/1172.4% (Maths)74.8% (English)67% (English)70% (Maths)N/A 78% Schools (Children,Young People &Families WellbeingPartnership)N/A 68% BMBC (Children,Young People &Families WellbeingPartnership)86.8% 43% 46% BMBC (Children,Young People &Families WellbeingPartnership)67% (English)70% (Maths)BMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)140Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 78(D)NI 79(N)NI 80(N)INDICATORDESCRIPTIONReduction in number ofschools where fewerthan 30% of pupilsachieve 5 or more A*-Cgrades at GCSE &equivalent, includingGCSEs in English &MathsAchievement of a Level 2qualification by the age of19Achievement of a Level 3qualification by the age of19PERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/1186.8% 6 4 0 –Nomaintainedmainstreamschoolsachievingbelow30% 5A*-CgradesincludingEnglishandMaths.TBC TBC TBC 2008/09 Furtherdiscussion required2008/09 Furtherdiscussion requiredBMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)141Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 81NI 82NI 83(S)NI 84NI 85NI 86INDICATORDESCRIPTIONInequality gap in theachievement of a Level 3qualification by the age of19Inequality gap in theachievement of a Level 2qualification by the age of19Achievement at level 5 orabove in Science at KeyStage 3Achievement of 2 or moreA*-C grades in ScienceGCSEs or equivalentPost-16 participation inphysical sciences (ALevel Physics, Chemistry& Maths)Secondary schoolsjudged as having good oroutstanding standards ofbehaviourPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11BMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)68% 76% 76% Schools (Children,Young People &Families WellbeingPartnership)Schools (Children,Young People &Families WellbeingPartnership)Schools (Children,Young People &Families WellbeingPartnership)DCSF using OFSTEDdata (Children, YoungPeople & FamiliesWellbeing Partnership)142Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 87(S)NI 88NI 89NI 90NI 91NI 92(S)INDICATORDESCRIPTIONSecondary schoolpersistent absence rateNumber of ExtendedSchoolsNumber of schools inspecial measuresTake up of 14-19 learningdiplomasParticipation of 17 yearoldsin education ortrainingNarrowing the gapbetween the lowestachieving 20% in theEarly Years FoundationStage Profile & the restPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/112006-07 schoolyear(2007-08 financialyear)baseline 7.3%2007 (2007-08)baseline 42.4%5.8% Schools provide data toDCSF (Children, YoungPeople & FamiliesWellbeing Partnership)Schools provide data toDCSF (Children, YoungPeople & FamiliesWellbeing Partnership)Ofsted (Children,Young People &Families WellbeingPartnership)Ofsted (Children,Young People &Families WellbeingPartnership)Children, Young People& Families WellbeingPartnership39.5% 35.4% BMBC (Children,Young People &Families WellbeingPartnership)143Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 93(S)NI 94(S)NI 95(S)NI 96(S)NI 97(S)NI 98(S)INDICATORDESCRIPTIONProgression by 2 levels inEnglish between KeyStage 1 & Key Stage 2Progression by 2 levels inMaths between KeyStage 1 & Key Stage 2Progression by 2 levels inEnglish between KeyStage 2 & Key Stage 3Progression by 2 levels inMaths between KeyStage 2 & Key Stage 3Progression by 2 levels inEnglish between KeyStage 3 & Key Stage 4Progression by 2 levels inMaths between KeyStage 3 & Key Stage 4PERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/112007 (2007-08)baseline 77.0%2007 (2007-08)baseline 69.9%2007 (2007-08)baseline 22.2%2007 (2007-08)baseline 47.0%2007 (2007-08)baseline 52.9%2007 (2007-08)baseline 13.6%N/A 93% Schools (Children,Young People &Families WellbeingPartnership)N/A 90% Schools (Children,Young People &Families WellbeingPartnership)N/A 32% Schools (Children,Young People &Families WellbeingPartnership)N/A 60% Schools (Children,Young People &Families WellbeingPartnership)N/A 65% Schools (Children,Young People &Families WellbeingPartnership)N/A 34% Schools (Children,Young People &Families WellbeingPartnership)144Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 99(S)NI 100(S)NI 101(S)NI 102NI 103INDICATORDESCRIPTIONChildren in care reachinglevel 4 in English at KeyStage 2Children in care reachinglevel 4 in Maths at KeyStage 2Children in careachieving 5 A*-C GCSEs(or equivalent) at KeyStage 4 (includingEnglish & Maths)Achievement gapbetween pupils eligiblefor free school meals &their peers achieving theexpected level at KeyStages 2 & 4Special EducationalNeeds – statementsissued within 26 weeksPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/112007 (2007-08)baseline 40%2007 (2007-08)baseline 40%2007 (2007-08)baseline 0%80% 60% BMBC (Children,Young People &Families WellbeingPartnership)60% 70% BMBC (Children,Young People &Families WellbeingPartnership)41% 38.9% BMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)145Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 104NI 105NI 106NI 107NI 108NI 109INDICATORDESCRIPTIONThe Special EducationalNeeds (SEN)/non-SENgap – achieving KeyStage 2 English & MathsthresholdThe Special EducationalNeeds (SEN)/non-SENgap – achieving 5 A*-CGCSE inc. English &MathsYoung people from lowincome backgroundsprogressing to highereducationKey Stage 2 attainmentfor Black & minorityethnic groupsKey Stage 4 attainmentfor Black & minorityethnic groupsNumber of Sure StartChildren CentresPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11BMBC (Children,Young People &Families WellbeingPartnership)BMBC (Children,Young People &Families WellbeingPartnership)DCSF (Children, YoungPeople & FamiliesWellbeing Partnership)BMBC report data toDCSF (Children, YoungPeople & FamiliesWellbeing Partnership)BMBC (report data toDCSF/Children, YoungPeople & FamiliesWellbeing Partnership)BMBC (Children,Young People &Families WellbeingPartnership)146Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 110(D)NI 111(N)NI 112(D)NI 113NI 114NI 115INDICATORDESCRIPTIONYoung people’sparticipation in positiveactivitiesFirst time entrants to theYouth Justice Systemaged 10 – 17Under 18 conceptionratePrevalence of Chlamydiain under 20 year oldsRate of permanentexclusions from schoolSubstance misuse byyoung peoplePERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/1146.5 per1,0002008 calyear22.7% dropfrom 199843.0 per1,0002009 calyear.28.6% dropfrom 1998Target is toachieve a5%reduction.2008/09 Baseline andfuture targets to be setin November 2008;following publication ofTellUs SurveyBMBC (Children,Young People &Families WellbeingPartnership)YOT (Barnsley SaferCommunitiesPartnership)ONS supply data toDCSF (Children, YoungPeople & FamiliesWellbeing Partnership)Health ProtectionAuthority (Fit for theFuture)Schools report to DCSF(Children, YoungPeople & FamiliesWellbeing Partnership)Ofsted to DCSF(Children, YoungPeople & FamiliesWellbeing Partnership)147Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 116(D)INDICATORDESCRIPTIONProportion of childrenin povertyPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/112007 - 23.9%* 20.8 – 22.9%22.9%19.1 –22.3%21.9%TBR.To bereviewedin light ofintroduction ofincomebasedmeasure17.4 –21.6%20.9%TBR.To bereviewedin light ofintroduction ofincomebasedmeasureDept for Works &Pensions (Children,Young People &Families WellbeingPartnership)NI 117(D)16 to 18 year olds whoare not in education,training or employment(NEET)November 2007= 7.7%February 2008 =8.1% (baseline)on new indicatorwhich takesaverage over 3months.7.8% 7.5% 7.1% BMBC (Children,Young People &Families WellbeingPartnership)148Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 118NI 119(N)INDICATORDESCRIPTIONTake up of formalchildcare by low-incomeworking familiesSelf-reported measure ofpeople’s overall health &wellbeingPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11HM Revenues &Customs (Children,Young People &Families Wellbeing2008/09 Furtherdiscussion neededdependent on theoutcome of the PlaceSurvey consultation.Partnership)BMBC Place Survey(Adult Services &Communities WellbeingPartnership)149Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 120(D)INDICATORDESCRIPTIONAll-age all causemortality ratePERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Most recentfigures for NI 120are for 2006 –overall 703.66per 100,000population(female 596.9,male 848.29).Males:(a) 2008 –755 per100,000 pop.Females:(b) 2008 –554 per100,000 pop.(will be basedon Dec 2007data)Males:(a) 2009– 726per100,000pop.Females:(b) 2009– 541per100,000pop.(will bebased onDec.2008data)Males:(a) 2010- 699 per100,000pop.Females:(b) 2010- 528 per100,000pop.(will bebased onDec.2009data)PCT (Fit for the Future)150Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 121(N)NI 122(N)NI 123NI 124NI 125NI 126INDICATORDESCRIPTIONMortality rate from allcirculatory diseases atages under 75Mortality from all cancersat ages under 7516+ current smoking rateprevalencePeople with a long-termcondition supported to beindependent & in controlof their conditionAchieving independencefor older people throughrehabilitation/intermediatecareEarly access for womento maternity servicesPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Most recentfigures, for use asbaseline, are for2006. Barnsley’sfigure was 116.2The most recentfigures, for use asa baseline, arefor 2006.Barnsley’s figurewas 134.42008 = 94.5(will be basedon Dec 2007data)2008 = 130.2(will be basedon Dec 2007data)2009 =90(will bebased onDec 2008data)2009 =128.4(will bebased onDec 2008data)2010 =85(will bebased onDec 2009data)2010 =126.2(will bebased onDec 2009data)National Centre forHealth OutcomesDevelopment based ondata supplied by theOffice for NationalStatistics (Fit for theFuture)National Centre forHealth OutcomesDevelopment based ondata supplied by theOffice for NationalStatistics (Fit for theFuture)Primary Care Trusts(Fit for the Future)Healthcare Commission(Adult Services &Communities WellbeingPartnership)BMBC (Adult Services& CommunitiesWellbeing Partnership)Primary Care Trust (Fitfor the Future)151Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 127NI 128(N)NI 129INDICATORDESCRIPTIONSelf reported experienceof social care usersUser reported measure ofrespect & dignity in theirtreatmentEnd of life access topalliative care enablingpeople to choose to die athomePERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Deferred for collectionuntil 2009/10 due todata collection optionsbeing considered.TBC TBC TBC 2008/09 Target to be setin line with final definitionDeferred for collectionuntil 2009/10 due todata collection optionsbeing considered.BMBC (Adult Services& CommunitiesWellbeing Partnership)BMBC Place Survey(Adult Services &Communities WellbeingPartnership)National Centre forHealth OutcomesDevelopment (AdultServices &Communities WellbeingPartnership)NI 130Social Care clientsreceiving Self DirectedSupport (Direct Payments& Individual Budgets)175 Agestandardisedrate per100,000population of272(actual=464)Agestandardised rateper100,000population of 458(actual=800)Agestandardised rateper100,000population of 745(actual=1300)BMBC (Adult Services& CommunitiesWellbeing Partnership)152Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 131NI 132NI 133NI 134(N)NI 135(N)NI 136NI 137INDICATORDESCRIPTIONDelayed transfers of carefrom hospitalsTimeliness of social careassessmentTimeliness of social carepackagesThe number ofemergency bed days perhead of weightedpopulationCarers receiving needsassessment or review & aspecific carer’s service,or advice & informationPeople supported to liveindependently throughsocial services (all ages)Healthy life expectancy atage 65PERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11NHS organisations(Adult Services &Communities WellbeingPartnership)95% BMBC (Adult Services& CommunitiesWellbeing Partnership)91% N/A TBC TBC (Adult Services &Communities WellbeingPartnership)PCT (Adult Services &Communities WellbeingPartnership)2008/09 Target to be setfor years 2 and 3 oncebaseline is establishedBMBC (Adult Services& CommunitiesWellbeing Partnership)BMBC (Adult Services& CommunitiesWellbeing Partnership)BMBC Place Survey(Fit for the Future)153Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 138NI 139(N)NI 140NI 141(D)NI 142INDICATORDESCRIPTIONSatisfaction of peopleover 65 with both home &neighbourhoodPeople over 65 who saythat they receive theinformation, assistance &support needed toexercise choice & controlto live independentlyFair treatment by localservicesNumber of vulnerablepeople achievingindependent livingNumber of vulnerablepeople who aresupported to maintainindependent livingPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11BMBC Place Survey(Adult Services &Communities WellbeingBaseline basedon currentperformance72%.2008/09 Targets to beagreed once baselineinformation is availablethrough the Place Survey.A statistically significantincrease will be set at thispoint.Partnership)BMBC Place Survey(Adult Services &Communities WellbeingPartnership)BMBC Place Survey(Adult Services &Communities WellbeingPartnership)73% 74% 76% BMBC (Adult Services& CommunitiesWellbeing Partnership)BMBC (Adult Services& CommunitiesWellbeing Partnership)154Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 143NI 144NI 145NI 146NI 147NI 148INDICATORDESCRIPTIONOffenders underprobation supervisionliving in settled & suitableaccommodation at theend of their order orlicenceOffenders underprobation supervision inemployment at the end oftheir order or licenceAdults with learningdisabilities in settledaccommodationAdults with learningdisabilities in employmentCare leavers in suitableaccommodationCare leavers inemployment, educationor trainingPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11National OffenderManagementService/local Authority -BMBC (Barnsley SaferCommunitiesPartnership)National OffenderManagementService/local Authority -BMBC (Barnsley SaferCommunitiesPartnership)BMBC (Adult Services& CommunitiesWellbeing Partnership)BMBC (Adult Services& CommunitiesWellbeing Partnership)BMBC (Adult Services& CommunitiesWellbeing Partnership)0.75 (Target) BMBC (Adult Services& CommunitiesWellbeing Partnership)155Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 149NI 150NI 151(N)NI 152(D)INDICATORDESCRIPTIONAdults in contact withsecondary mental healthservices in settledaccommodationAdults in contact withsecondary mental healthservices in employmentOverall employment rate 69.2% (July 2006– June 2007Working age people onout of work benefitsPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Mental Health Trust(Adult Services &Communities WellbeingPartnership)Mental Health Trust(Adult Services &Communities WellbeingPartnership)The most recentdata available isfor May 2007:26,420 peoplewere claimingsome form of outof-workbenefits =20% of theworking agepopulation.TBC TBC TBC This data is collectedby the Office forNational Statistics(Barnsley DevelopmentAgency (BDA) & theEconomic Forum)2% pointreductionon thebaseline.(15.7%)Jobcentre Plus(administrative data)(Barnsley DevelopmentAgency (BDA) & theEconomic Forum)156Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 153NI 154(D)NI 155(N)NI 156INDICATORDESCRIPTIONWorking age peopleclaiming out of workbenefits in the worstperformingneighbourhoodsNet additional homesprovidedNumber of affordablehomes delivered (gross)Number of householdsliving in TemporaryAccommodationPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Jobcentre Plus(administrative data)(Barnsley DevelopmentAgency (BDA) & theCurrentPerformanceProjections2007/08 – 1000.Baseline 2007/08= 1181015Will reviewduring2008/09 ifgrowth pointstatusachieved.Economic Forum)1015 1015 BMBC(Adult Services &Communities WellbeingPartnership)145 280 320 Housing Corporation,local Authorities -(BMBC) (Adult Services& CommunitiesWellbeing Partnership)BMBC (Adult Services& CommunitiesWellbeing Partnership)157Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 157(D)INDICATORDESCRIPTIONProcessing of planningapplications asmeasured againsttargets for ‘major’,‘minor’ & ‘other’application typesPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Majorapplications =66.93%Minorapplications =73.98%Otherapplications =85.8%Majorapplications= 65%Minorapplications= 72%Otherapplications= 80%Majorapplications = 75%Minorapplications = 75%Otherapplications = 80%Majorapplications = 80%Minorapplications = 80%Otherapplications = 80%BMBCNI 158(N)NI 159NI 160NI 161NI 162% decent council homes 9% 4.47% 2.24% 2.00% BMBC/ BerneslaiHomesSupply of ready toBMBCdevelop housing sitesLocal Authority tenants’80% BMBCsatisfaction with landlordservicesLearners achieving aLearning & SkillsLevel 1 qualification inCouncil (Children &literacyYoung People &Families WellbeingLearners achieving anEntry Level 3 qualificationin numeracyPartnership)Learning & SkillsCouncil (Children &Young People &Families WellbeingPartnership)158Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 163(D)NI 164(N)NI 165(N)NI 166(N)NI 167(D)INDICATORDESCRIPTIONWorking age populationqualified to at leastLevel 2 or higherWorking age populationqualified to at least Level3 or higherWorking age populationqualified to at least Level4 or higherAverage earnings ofemployees in the areaCongestion – averagejourney time per mileduring the morningpeakPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Projectedbaseline for 2008of 62.6%(baseline andtargets subject toreview once datais available)£408.50 (2007data)LTP Baseline is3mins, 35seconds in2005/06.66.3% 70.5% 74.6% (Children, YoungPeople & FamiliesWellbeing Partnership)TBC TBC TBC 2008/09 Furtherdiscussion needed TBCat W&S Board by 5 JuneTBC TBC TBC 2008/09 Furtherdiscussion needed.TBC TBC TBC 2008/09 Furtherdiscussion needed.3mins,44secs3mins,47secs3mins,51secs(Children, YoungPeople & FamiliesWellbeing Partnership)(Work & Skills Board)(Barnsley DevelopmentAgency (BDA) & theEconomic Forum)(Partnership forTransport)NI 168(N)Principal roads wheremaintenance should beconsidered5% 7% 6.5% 6% BMBC (Partnership forTransport)159Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 169(N)NI 170NI 171(D)NI 172(N)NI 173NI 174INDICATORDESCRIPTIONNon-principal roadswhere maintenanceshould be consideredPreviously developedland that has been vacantor derelict for more than 5yearsNew Business VATregistration rateVAT registeredbusinesses in the areashowing growthPeople falling out of work& on to incapacitybenefitsSkills gaps in the currentworkforce reported byemployersPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/118% 10% 9.5% 9% BMBC (Partnership forTransport)BMBCTBC TBC TBC Office for NationalStatistics (BarnsleyDevelopment Agency(BDA) & the EconomicForum)TBC TBC TBC 2008/09 Furtherdiscussion needed.Office for NationalStatistics (BarnsleyDevelopment Agency(BDA) & the EconomicForum)Dept for Works &Pensions (BarnsleyDevelopment Agency(BDA) & the EconomicForum)Learning & SkillsCouncil (BarnsleyDevelopment Agency(BDA) & the EconomicForum)160Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 175(N)NI 176(N)NI 177(N)INDICATORDESCRIPTIONAccess to services &facilities by publictransport, walking &cyclingWorking age people withaccess to employment bypublic transport (& otherspecified modes)Local bus passengerjourneys originating in theauthority areaPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11BMBC(Partnership forTransport)Baseline data(2006/07)113,900.002007/08118,000,002008/09119,900.002009/10120,800.00BMBC(Partnership forTransport)SYPTE(Partnership forTransport)NI 178(N)NI 179NI 180Bus services running ontimeValue for money – totalnet value of on-goingcash-releasing value formoney gains that haveimpacted since the startof the 2008-9 financialyearChanges in HousingBenefit/Council TaxBenefit entitlementswithin the yearBaseline data(2007/08), 88%91% 91% TBC BMBC (Partnership forTransport)BMBCBMBC (Adult Services& CommunitiesWellbeing Partnership)161Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 181NI 182NI 183NI 184NI 185NI 186(D)INDICATORDESCRIPTIONTime taken to processHousing Benefit/CouncilTax Benefit new claims &change eventsSatisfaction ofbusinesses with localauthority regulationservicesImpact of local authorityregulatory services on thefair trading environmentFood establishments inthe area which arebroadly compliant withfood hygiene lawCO2 reduction from LocalAuthority operationsPer capita CO2emissions in the LAareaPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/1123.19 (Newclaims)11.1 (Change InCircumstances)Baseline figuresare taken fromDEFRA’s 2005data:Barnsley = 7.5tonnes per capita.UK average = 7.6S. Yorks. average= 8.12.6%reduction(7.3)8.7%reduction(6.85)12%reductionover 3yearsBMBC (Adult Services& CommunitiesWellbeing Partnership)BMBC(Barnsley DevelopmentAgency (BDA) & theEconomic Forum)BMBCBMBCBMBC (EnvironmentalPartnership)DEFRA (EnvironmentalPartnership)162Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 187(N)NI 188(N)NI 189INDICATORDESCRIPTIONTackling fuel poverty –people receiving incomebased benefits living inhomes with a low energyefficiency ratingAdapting to climatechangeFlood & coastal erosionrisk managementPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11BaselineSAP 35 – 11.8%SAP 65 – 15.6%Targets to bereviewed once anationallyconsistentbaseline isavailable in2008/09.SAP 35 –10.2%SAP 65 –18%SAP 35 –8.6%SAP 65 –20.5%SAP 35 –6.9%SAP 65 –23%TBC TBC TBC 2008/09 Still to bedetermined –need further examinationof the CarbonManagement Plan anddiscussion with DickBradford.Given the baseline, needto consider whetherinterim targets areappropriate, or whether itwill be a final target forthe end of the 3 years.BMBC (EnvironmentalPartnership)BMBC (EnvironmentalPartnership)Environment Agency(EnvironmentalPartnership)163Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

REFNO:D/N/SNI 190INDICATORDESCRIPTIONAchievement in meetingstandards for the controlsystem for animal healthNI 191 Residual householdwaste per headNI 192 Household waste(N) recycled & compostedNI 193 Municipal waste land(N) filledNI 194 Level of air quality –reduction in NOx &primary PM10 emissionsthrough local authority’sestate & operationsNI 195 Improved street &(N) environmentalcleanliness (levels ofgraffiti, litter, detritus & flyposting)NI 196 Improved street &environmentalcleanliness – fly tippingNI 197 Improved localbiodiversity – activemanagement of localsitesPERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11Deferred for collectionuntil 2009/10 as theframework is currentlybeing reviewed.BMBC (EnvironmentalPartnership)16.5% (Target) 35.9% 40.0% 42.0% As 191 above71.5% (Target) 66.5% 64.7% 57.2% As 191 above6.67% (litter)2% (graffiti)0% (fly posting)2008/09 Statisticallysignificant above baselineto be determined by Nov2008.BMBC (Partnership forTransport)BMBC (EnvironmentalPartnership)164Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11BMBCBMBC (EnvironmentalPartnership)

REFNO:D/N/SNI 198(N)NI 199INDICATORDESCRIPTIONChildren travelling toschool – mode of travelusually usedChildren and youngpeople’s satisfaction withparks.PERFORMANCE TARGET COMMENTS REPORTINGORGANISATION(Lead LSP DeliveryPartnership)2007/08 2008/09 2009/10 2010/11TBC TBC TBC BMBC (Partnership forTransport)Deferred for collectionuntil 2009/10 to allowconsultation on themethodology.BMBC (Children,Young People &Families WellbeingPartnership(165Technical Annex – The National Indicator Set Barnsley’s Local Area Agreement 2008-11

GLOSSARYTermDescriptionABGArea Based GrantALCsAdvanced Learning CentresAPACSAssessment of Policing and Community SafetyBBEMIBarnsley Black and Ethnic Minority InitiativeBMBCBarnsley Metropolitan Borough CouncilBMEBlack Minority EthnicsBOMFBarnsley Offender Management ForumBSFBuilding Schools for the FutureBVPIBest Value Performance IndicatorCAAComprehensive Area AssessmentCAMHSChild and Adolescent Mental Health ServicesCASHContraceptive, Advice and Sexual HealthCDPCongestion Delivery PlanCIMGCorporate Information Management GroupCLGCommunities and local GovernmentCO 2Carbon MonoxideCPAComprehensive Performance AssessmentCRMCustomer Relationship ManagementCSR07 Comprehensive Spending Review 2007CYPPChildren and Young People’s Plan or Children and Young People PartnershipDAATDrug and Alcohol TeamDCSFDepartment for Children, Schools and FamiliesDfTDepartment for TransportDIPDrug Interventions Programme166Barnsley’s Local Area Agreement 2008-11Glossary

DIUSEAMEDIPERDFESFESOLFEGOYHGUMHEHMOICTIDVAJSNALAALATsLDFLINksLSCLSPLTPNEETSNHSNINLNNOxGlossaryTermDescriptionDepartment for Innovation, Universities and SkillsEvery Adult MattersEqualities, Diversity and Inclusion PartnershipEuropean Regional Development FundEuropean Social FundEnglish for speakers of other languagesFurther EducationGovernment Office for Yorkshire and HumberGenito-urinary medicineHigher EducationHouses in Multiple OccupationInformation and Communications TechnologyIndependent Domestic Abuse AdvocateJoint Strategic Needs AssesmentLocal Area AgreementLandfill Allowance Trading SchemeLocal Development FrameworkLocal Involvement NetworksLearning and Skills CouncilLocal Strategic PartnershipLocal Transport Plan - the transport plan for the BoroughNot in education, employment or trainingNational Health ServiceNational IndicatorNeighbourhood Learning NetNitrogen Oxide167Barnsley’s Local Area Agreement 2008-11

NRFNTAPCTPHSCEPPOPSAsPTERAGRHADSRSSSCSSENSNRSNTsSRESSPSTIsSYSYPTETBCTBRVABWNFYISPYOTTermNeighbourhood Renewal FundNational Treatment AgencyPrimary Health Care TrustPersonal Health Social & Citizenship EducationProlific and Priority Offender InitiativePublic Service AgreementsPassenger Transport ExecutiveRed, Amber, GreenRobin Hood Airport Doncaster SheffieldRegional Spatial StrategySustainable Community StrategySpecial Educational NeedsSub-National ReviewSafer Neighbourhood TeamsSex and Relationship EducationSafer Schools PartnershipSexually Transmitted InfectionsSouth YorkshireSouth Yorkshire Passenger Transport ExecutiveTo be confirmedTo be reviewedVoluntary Action BarnsleyWorking Neighbourhoods FundYouth Inclusion Support PanelsYouth Offending TeamDescription168Barnsley’s Local Area Agreement 2008-11Glossary

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