Annual Report 2014-2015 - Neath Port Talbot County Borough

Transcription

NEATH PORT TALBOT WORKING IN PARTNERSHIP 2013-2023
SINGLE INTEGRATED PLAN
ANNUAL REPORT FOR 2014-2015
CONTENTS
Message from the Chair of the Local Service Board
1. Introduction
2. LSB Cross Cutting Priorities and Next Steps
A) Children and Young People
B) Anti-poverty
C) Health Inequities
D) Transport
ANNEX
Themes: Summary of Progress Made during 2014-2015
This Single Integrated Plan Annual Report is prepared in accordance with the Local Government (Wales) Measure
2009 and the “Shared Purpose – Shared Delivery” Guidance.
The Single Integrated Plan and this Annual Report are available on the website www.npt.gov.uk.
If you require this information in larger print or in an alternative format please contact Corporate Strategy
Telephone 01639 763418 or e-mail corporate.strategy@npt.gov.uk
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Message from the Chair of the Local Service Board
The first Single Integrated Plan 2013-2023 for Neath Port Talbot was published in July 2013 and it was informed by
a wide range of views expressed by the public and partner organisations as well as drawing on existing plans and
evidence bases of the various partnerships.
This second annual report provides an overview of progress against the Local Service Board’s cross cutting
priorities for 2014-2015. We also reflect upon the progress made across the supporting themes and partnerships.
The tough challenges currently facing the county borough are set to continue and, in some instances, increase over
the coming years. The work already being undertaken across the various sectors and the partnership commitment
expressed through the Single Integrated Plan provides a strong basis for us all to work together to meet and
overcome these challenges.
This work will continue to evolve to respond to these challenges and their implications for the individual
partnerships and the county borough as a whole.
Councillor Ali Thomas
Chair of the LSB and Leader of the Council
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1. Introduction
In July 2013, the Local Service Board approved a Plan that set out the ambition of local partners to improve the
quality of life for local people over the period 2013-2023. Partners made a commitment to work together to “create
a Neath Port Talbot where everyone has an equal chance to be healthier, happier, safer and prosperous”. Four
priorities were selected by partners as the focus of partnership action over the short to medium term. An important
dimension to the work has been the challenging financial environment that has affected every agency. The shared
financial challenge has reinforced the importance of partnership working.
Having agreed the Single Integrated Plan, the Local Service Board (LSB) is required to publish an Annual Report,
providing a balanced summary of what has been achieved in relation to the agreed priorities and targeted
outcomes.
The Annual Report demonstrates that the LSB and the supporting partnerships have organised their efforts to focus
on the agreed priorities and progress the associated work. There is evidence that partners are working towards the
agreed vision of “creating a Neath Port Talbot where everyone has an equal chance to be healthier, happier, safer
and prosperous”.
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2. LSB Cross Cutting Priorities
A)
Children and Young People
We said we wanted to work together to ensure that children and young people get the best possible start in
life and achieve their potential.
What happened in 2014-2015?
In partnership with the Welsh Local Government Association, Neath Port Talbot County Borough Council arranged
for a team of highly experienced Peer Reviewers to inspect the progress made in Children and Young People
Services, the review took place during September and October in 2014, the report of the review was published in
December 2014.
Feedback from the peer review indicated that through performance management and monitoring the council has an
accurate and systematically updated understanding of its effectiveness. It demonstrates a track record of dealing
rigorously and effectively with areas for development. Leaders, including elected members and managers, have a
comprehensive and current knowledge of what is happening at the ‘front line’ and a track record of responding
appropriately and quickly to service deficiencies or new demands.
Strategic Improvement Plan
 The Strategic Improvement Plan was revised in July 2014 to reflect the outcomes of the Care and Social
Services Inspectorate Wales report issued in January 2014 and the wider aims, objectives and aspirations of
the service.
 There continued to be strong political, corporate and multi-agency support to embed the improvements that
have been made and to continue with the development of the Service.
 The Social Work Practice “back to basics” work was completed and identified that the expectation for practice
in the future will be “achieving quality, supporting families and effectively managing risk”.
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 The Service remained committed to maintaining and developing the use of accurate and timely performance
management information. The Service now seeks to link performance management information with
outcomes to evidence the positive difference we are making to the lives of the children and families we deal
with. Successes that have been achieved in previous priorities will continue to be monitored and developed.
In addition new priorities have been identified for the Service to fulfil its aspirations to move from a good to an
excellent Service.
 We continued to implement the performance and quality assurance framework. High quality standards have
been set and we endeavour to achieve consistency across the service.
 There was continued focus on the delivery of the workforce strategy to ensure there is a stable, experienced
and well trained staff group to achieve continuous improvement in quality and practice. The aim remains for
the service to be highly regarded and a great place to work.
 Progress was made in implementing the Strategic Improvement Plan, which was monitored by an
Implementation Board, Chaired by the Council’s Chief Executive and supported by officers from the third
sector, police and Health Services.
Looked after Children
 We reviewed our Participation, Engagement and Advocacy Protocol which supports the children and young
people we work with to have a strong voice. An action plan will be formulated to deliver the Protocol. The
Service will aim for all children who require an advocacy service to receive one.
 A Looked after Children Strategy was developed which set out the intentions of the Service to achieve the
best possible outcomes for looked after children, young people and their families.
 The service further strengthened its procedures to prevent children coming into care and made improvements
in the way it supports children on the edge of care. Where children can be safely returned to their families we
supported this to happen and where children cannot return we ensured that they had permanency plans in
place.
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 The Corporate Parenting Panel of the Council was strengthened by involving health partners in its work.
The common access point
 An Intake Team was established and a Team around the Family (TAF) Social Worker is now part of the team
so there is a common front door to ensure all referrals access a single point of contact.
Safeguarding
 Safeguarding arrangements were strengthened by the Service and through the Western Bay Safeguarding
Board. External and internal audits of the Council’s safeguarding arrangements have been and will continue
to be undertaken to provide assurance that children are safeguarded.
 The Service strengthened its relationship with other departments and partners. This was evident in policies
and procedures starting to provide assurances on safeguarding. Improvements were made to systems for
safe recruitment.
 A comprehensive safeguarding training programme was developed and is now being delivered to internal
staff and external agencies. Training was also delivered to Elected Members and further training has been
planned.
 The Service intends on developing quality assurance in this area which includes engagement and
consultation with partners, children, young people and their families.
For more information please visit: Western Bay Safeguarding Board
Early Intervention and Prevention
 The Think Families Partnership continued to develop partnership working to keep children safe and families
together to reduce the need for statutory intervention by agencies. The Partnership commissioned the Family
First Services and new contracts were established incorporating services which include Family Group
Conferencing, Young Carers Support and Counselling Support for families. Team around the Family has
become a crucial provision for families and the development of a robust step up/down protocol has ensured
the right supports are in place.
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 A multi-agency Transition Protocol was developed, used in conjunction with the inter-agency Policy it will
ensure effective transition to adult services for young disabled people.
 During the last twelve months the 14-19 Learning Pathways Programme contributed to the improvement in
Key Stage 4 outcomes through its offer of collaborative vocational courses in Engineering, Construction,
Health and Social Care, Business, Retail, Hairdressing and Motor Vehicle and GCSE Additional Mathematics.
The programme also funded Engagement Workers in schools to support those pupils at risk of becoming Not
in Education, Employment or Training at 16. This activity also supports NPT’s implementation of the Youth
Engagement and Progression Framework.
 A multi-agency Youth Engagement Strategy Group was established within the Think Family Partnership to
oversee the implementation of Neath Port Talbot Council’s revised Youth Engagement Strategy. Building on
the success of the previous Not in Education, Employment or Training (NEET) Reduction Strategy this
provides a partnership approach to working towards reducing the number of young people not in education,
employment or training in the county borough.
 A draft Family Support Strategy was developed to assist in delivering targeted support services to children
and families. The Strategy supports joint working with the Think Family Partnership to ensure a joined up
approach for early intervention. It is intended that a number of support services are remodelled to ensure we
deliver targeted support to families most in need.
Next Steps:
 Maintain the Improvement Board but adjust its focus so that it provides effective ongoing challenge.
 The Corporate Parenting Panel will work with ABMU Health Board to focus on the health of Looked after
Children, such as the uptake of vaccinations and immunisations.
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B) Anti-poverty
We said we wanted to work together to support families on low incomes.
We worked effectively together to support those people affected by the benefits cap and the spare room subsidy.
We developed a partnership agreement with the Department of Work and Pensions to ensure there is effective
support available to local people as Universal Credit is introduced.
We also completed and evaluated the three projects for Low Income Families that we set up with the assistance of
European funding to improve access to advice and support services for people with low incomes. A number of
recommendations followed each evaluation:
 Project One – Pontardawe Hub
We co-located a number of agencies at the Council’s Holly Street offices – Credit Union, NPT Homes,
Council Tax, Housing Benefits, Welfare Rights and the Citizen’s Advice Bureau to make it easier for
people on low incomes to access the support they need.
The evaluation of the project indicated it should continue and consideration should be given to extend
the concept to other areas of the county borough.
 Project two - Advice Line
The project saw the introduction of a triage arrangement in the council’s Corporate Contact Centre to
alleviate pressure in the Welfare Rights Service. The pilot demonstrated that many enquiries could be
dealt with by telephone, freeing up resources to deal with more complex enquiries. This means that
visits have reduced.
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 Project three - Library Service/Job Centre Plus Collaboration
Library staff were trained by Job Centre Plus to help benefit claimants fulfil the benefit conditions to
actively seek work. Library staff received referrals from Job Centre Plus for claimants that need support
to use the on-line Universal Job Match system. Claimants are supported in the welcoming environment
of the libraries to meet benefit conditions actively seek work. This model is being extended across the
borough and has been highlighted by Job Centre Plus nationally as good practice.
 As part of the West Wales and the Valleys programme area Neath Port Talbot qualifies for the highest level of
European Structural Funds support under the new ‘Less Developed Region’ programme for the period 2014–
2020. Tackling poverty and social exclusion remain priority areas for future funding and the Welsh European
Funding Office (WEFO) see creating sustainable jobs as crucial to economic growth and vibrant communities,
which in turn tackles poverty. WEFO propose that all European Union funded projects will take into account
tackling or mitigating poverty. Therefore, ‘Tackling Poverty and Social Exclusion’ will be included as a cross
cutting theme for new funding programmes.
 The European Team maintains a database of all Council projects in development and Welsh European
Funding Office approved projects.
Next Steps:
 Implement the Department of Work and Pensions Partnership Agreement to support claimants affected by
Universal Credit.
 Investigate the feasibility to extend the Pontardawe pilot to other areas of the county borough.
 Develop a Digital Inclusion Strategy for the County Borough.
 Monitor further UK Government Benefit changes and examine any future partnership work needed in
response.
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C) Health Inequities
During 2014-2015 we said we wanted to build on what we have achieved so far through our health and
wellbeing partnership.
We worked together to complete our work to integrate local health and social care services for older and
disabled people, with a strong focus on enabling people to retain or regain their independence and to
reduce the level of unplanned admissions to hospital and care services.
The intermediate tier services have benefited from a £7.8 million investment from Welsh Government in the form of
the Intermediate Care Fund grant. The primary objectives of the Intermediate Care Fund are:
1. To strengthen the ‘demand management’ function undertaken by common access points into the
intermediate tier of services.
2. To optimise services, by recruiting the right number of skilled staff to deliver the necessary community based
support, in order to provide genuine alternatives to a hospital or long term care admission.
3. To provide the physical estate and care pathways for integrated services between health and social care.
To this end 2014-2015 has been a transformational year in which NPT has been able to:
1. Develop an integrated common access point (Gateway) supported by ESF funding, where referrals are
triaged by a multi-disciplinary team of health and social care professionals and a third sector
colleagues. This has allowed us to streamline our processes and reduce the time taken to provide the
right support.
2. Throughout 2014-15 there has been an extensive recruitment programme to ensure that the right skills
mix of clinicians, social care professionals, and support workers are in place to enable us to work with
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older people with care and support needs, to reduce the likelihood of them requiring either hospital or
care home admission. By integrating our health and social care teams, we are striving to increase the
range of services, both social care and clinical, that people can receive at home to maintain their
independence. The ability to provide this level of support in the community has avoided a number of
unscheduled admissions to hospital, and expedited the hospital discharge process, so that people are
not spending as long in hospital. This area will continue to develop over the coming year.
3. An essential part of this integration agenda has been the colocation of health and social care teams in
Cimla Hospital with the following teams now co-located on site:o Area Planning Board for Substance Misuse
o Assistive Technology Service
o Community Care & Commissioning
o Community Network Neath
o Community Resource Team
o District Nurses
o Facing the Challenge
o Lymphoedema Clinic
o Safeguarding & Quality Team
o Demonstration Centre
o Acute Clinical Team
o Common Commissioning Unit
o Community Health Council
o Community Occupational Therapy Service
o Education Programme for Patients Team
o Medicines Management Team
o Sensory Support
o The Gateway
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We renewed our partnership commitment to encourage people to take greater responsibility for their own
health, particularly by reminding people of the impact poor lifestyle behaviour has on long term health and
disability.
 The Health Social Care and Wellbeing Executive Board continued to meet throughout 2014-2015, aiming to
embed the Public Health Wales priorities and the early intervention and prevention agenda into local service
planning and delivery wherever possible. There continues to be a commitment from all partners to align the
priorities of the HSCWB Executive Board with the ABMU Health Board’s Integrated Medium Term Plan and
the Local Authority’s Corporate Improvement Plan.
 The Chief Executive of NPT Homes has recently joined the membership of the HSCWB Executive Board and
this reflects the commitment of all partners to work together to address issues around suitability of housing,
taking into account health and social care needs and in particular the impact that this can have on delayed
discharge from Hospital settings.
 There was no multi agency Annual Conference during 2014-2015 as there was no longer a grant available to
support this. However there is continued commitment from partners to ensure that health messages are
disseminated throughout their own communication channels in house and within the communities of Neath
Port Talbot. This will provide consistency of the health information being given to the public and will also
ensure that staff and communities receive information in a timely manner.
Next Steps:
We will put the health and wellbeing partnership on a stronger footing by:

Securing appropriate level of membership and commitment from all partners to the strategic work of the
HSCWB Executive Board
 Co-opting members with relevant local expertise wherever necessary to advise the Board
 Ensuring the decisions made at the HSCWB Executive Board are translated into practice at an
operational level
 Influencing the agenda of and reporting to the Local Service Board on relevant issues and progress
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
Setting out how, as a partnership, we will assist in the delivery of the Public Health priorities of tackling
obesity, reducing smoking and improving vaccination and immunisation uptake.
 Supporting the implementation of the Social Services and Wellbeing actions across NPT.
D) Transport
We said we wanted to review the lessons learnt from the pilot exercise to provide a direct bus service to
hospitals. We also said we would further consider the role community transport can play in enabling
communities to access services because of a lack of alternative transport options.
 Despite timetable improvements the pilot bus service between Neath and Morriston Hospital ended on 22 nd
February 2015 due to a lack of patronage. However, the role of community transport is being considered to
provide alternative solutions for communities to access services.
 Managers from the Council’s Transport Unit met with Abertawe Bro Morgannwg to discuss the provision of
non-emergency patient transport service utilising the in-house fleet.
 Owing to a reduction in funding available to subsidise local bus services, the Local Authority has less
influence with bus operators and the design of the local bus network.
 A transport task and finish group was convened to enable key stakeholders involved in transport to identify
issues in the area and develop sustainable solutions. Consisting of representatives from Health, NPTCBC
Transport, Social Services/Western Bay, Community Transport, NPT Homes, NPT College Group, and
NPTCVS the group intends to:
 Map existing transport provision in Neath Port Talbot.
 Identify current transport issues and co-ordinate the transport needs of local communities.
 Work with transport providers across all sectors to encourage joint working, co-planning and codelivery, avoid duplication in provision and make best use of resources.
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 Report Progress to the Local Service Board.
Next Steps:
 Neath Port Talbot County Borough Council will be supporting the Swansea Bay City Region’s infrastructure
pillar to develop transport links across the City region area and to explore European and other funding
sources for the development of innovative transport solutions. Neath Port Talbot County Borough Council
also liaises with the Community Transport sector and other stakeholders to assist in the development of
sustainable transport solutions, and to explore service development opportunities where changes to the
commercially operated network have impacted.
 Consider the outcome of the transport task and finish group and agree any actions to be taken away from that
work.
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WORKING IN PARTNERSHIP
NEATH PORT TALBOT SINGLE INTEGRATED PLAN
ANNUAL REPORT
2014-2015
THEMES: SUMMARY OF PROGRESS MADE
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Outcome 1:
Children and young people in Neath Port Talbot are physically and emotionally
healthy; adults of working age are physically and emotionally healthy; and older
people are independent and enjoy a good quality of life
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During 2014-2015 we said we wanted to improve the health and wellbeing of all people in Neath Port Talbot
and reduce the gap between the least and most healthy.
Reduce Obesity
What did we do in 2014-2015?
 With the aim of providing primary school children with fun and appropriate sporting opportunities Dragon
Sport registrations in the county borough have continued to increase each year; from 6,285 registrations in
2012, 9,255 registrations in 2013 and 10,872 in 2014.
 Training on the Sport Wales Dragon Multi-skills and Sport resource was delivered to local sport development
teams in January 2015. The training will enable professionals to use their new knowledge, resources and
skills to give every child the opportunity to develop their physical skills in a fun way.
 21% of secondary school pupils in the county borough attended 20 sessions of the 5x60 active young people
programme, 7th out of 22 Authorities in Wales. The schools sport survey revealed Neath Port Talbot had 46%
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


of children (7-16 years) hooked on sport (participating in extra-curricular or club sport on three or more
occasions per week) the Welsh average was 43%.
A further three partner organisations have achieved a Welsh Government workplace health award. NPT
Homes and Mid and West Wales Fire and Rescue Service have achieved the gold Corporate Health
Standard and NPTCVS have achieved the bronze Small Workplace Health Award. Due to capacity and
resources the council Corporate Health Group decided not to pursue the Gold Health Award.
In total, nine organisations (seven small workplaces and two large workplaces) based in Neath Port Talbot
achieved a Welsh Government workplace health award during 2014-2015.
Between February and March 2015, nutrition training was provided to professionals. The training improved
knowledge and understanding of obesity and nutrition and how to support and enable children and young
people to make healthy lifestyle choices in relation to food.
The Nutrition Skills for Life Team (Nutrition and Dietetics) have hosted Foodwise training for National
Exercise Referral Scheme (NPT) and Communities First (NPT) and are supporting them in the delivery of
Foodwise in the Community (an eight week structured programme which uses evidence based approaches to
weight management).
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Reduce excessive alcohol consumption
Life Expectancy at Birth - Neath Port Talbot
2005/2007 to 2011/2013
90
80.7
81.0
80.9
81.2
81.0
80
Life Expectancy Age
70
76.2
76.4
76.6
76.6
76.6
60
50
40
30
20
10
0
2007/2009
2008/2010
2009/2011
2010/2012
2011/2013
Year
Male
Female
 The Welsh Government hosted an employer’s network event in the Liberty Stadium on the subject of alcohol.
Local employer ‘Sandvik Osprey’ spoke at the event to highlight the support they have been given by Welsh
Centre for Action on Dependency and Addiction and to highlight good practice examples from their
workplace.
 The appropriate training has been undertaken and the necessary staffing resource has been secured to
continue to raise awareness and support young people in relation to the brief intervention approach work in
the Relationship and Advice Drop-in Service, staff will refer young people onto the appropriate drug misuse
services if necessary.
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Reduce smoking and the number of people affected by smoking
Welsh Health Survey - Selected Quality of Life Indicators - Persons aged 65 and over
Neath Port Talbot
2008 - 2010
70%
66%
62%
% of Persons aged 65 and Over
60%
59%
56%
50%
40%
30%
24%
16%
20%
24%
14%
10%
11%
12%
0%
Daily or Occasional
Smoker
Drinking above guidelines Meeting physical activity
on at least one day in the guidelines during the past
past week
week
Overweight or Obese
Limiting Long Term
Illness
Year
NPT
Wales
 Following a six week public consultation during 2014 and subject to approval by Assembly Members, a ban
on people smoking in cars carrying children (aged under 18) will be introduced in Wales on 1st October 2015.
Enforcement of the proposed new law will largely be taken forward by police officers in conjunction with their
wider functions on road safety. A £50 on-the-spot fine will apply to people caught breaking the new law.
 Stop Smoking Wales has made a number of service improvements including the piloting of Saturday groups
to increase access to services, the introduction of e-mail referrals from NHS health professionals and the
development of new Quit Manager system. Brief Intervention Training continues to be delivered to aid a
professional referral into the service. They have capacity to see 2.5% of the smoking population in Bridgend,
Neath Port Talbot and Swansea.
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 From April to September 2014 focus was on compliance with National Institute of Clinical Excellence
guidance which includes monitoring carbon monoxide levels at appointment (12 weeks gestation) and referral
to Stop Smoking Wales. Brief intervention training sessions have been delivered to all community midwives
and carbon monoxide monitors have been provided, an audit on compliance of monitoring commenced in
September 2014.
 29 out of the 33 local pharmacies continue to provide a level 2 smoking cessation service. The Staying
Healthy project has enabled the Health Board and Public Health Team to commission level 3 smoking
cessation services in 12 community pharmacies in Neath Port Talbot, staff training is planned for September,
October and November to ensure all the services are up and running by December 2014. A communications
campaign is being developed to accompany the launch of the service. This enhanced service involves the
provision of 1-to-1 behaviour support, as well as the supply and monitoring of appropriate nicotine
replacement therapy. The Locality will be monitoring the quit rates of each pharmacy.
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Reduce teenage conception rates
% Live Births with a Low Birth Weight, under 2,500g
Neath Port Talbot and Wales
2009 to 2012
Conception Rate per 1,000 Female Residents aged 13 to 15
2009 to 2012
8.0%
9.0
8.0
7.7
7.1
6.0
Conception Rate
6.8%
7.0%
6.0
6.1
5.0
5.6
5.3
4.8
4.0
3.0
2.0
% Live Births with a low birth weight
7.0
7.0%
7.3%
8.0
6.9%
7.3%
7.3%
6.8%
6.5%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
1.0
0.0%
0.0
2009
2010
2011
2009
2010
2011
2012
Year
Year
NPT
2012
Wales
NPT
Wales

At the start of 2015, school staff received refresher training to deliver Sex and Relationship education to Key
Stage 2 pupils (aged 7 to 11). Sex and Relationship Education Training was piloted with foster carers by
March 2015; there are plans to make this training available to all parents and carers of children aged between
7 and 16.
 Sex and Relationship Education Teaching packs for use with Key Stages 3 and 4 pupils (aged 11 to 16) have
been distributed to schools and staff received training on how to use the packs. Further training days will be
offered to staff between March 2015 and April 2016 to ensure all staff have the opportunity to attend.
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



The Sense sex and relationships CD will be evaluated between March 2015 and April 2016 once all relevant
teachers of Key Stage 2, 3 and 4 pupils had been trained to use it. The use of the Sex and Relationship
Education packs has also been developed and implemented locally.
Accredited, level 3 sexual health training for practitioners working with young people in educational and
health settings was delivered in July and August 2014 to School Nurses and Relationship Advice Drop-in
Service (RADS) workers. The training will be delivered annually; the next programme is scheduled to take
place in March 2015.
Awareness sessions relating to local sexual health services were delivered throughout the year through
college health tutorials and during September at the Fresher’s days held in Afan and Neath Colleges.
The application for the Condom Card (C-Card) Accreditation Scheme is progressing but was delayed due to
the update of the Relationship Advice Drop-in Service protocol document. The C-Card scheme will enable
young people to identify and access schemes across Wales, safe in the knowledge that the standard of care
and service delivery will be at least equal to the minimum standard set out in the All Wales C-Card Standards.
A meeting has been arranged with members of the Youth Council in December to discuss and agree the
logos and images that will be used on the local C-Card Scheme advertising materials, promotional leaflets
and new Relationship Advice Drop-in Service cards once the scheme is in place.
Diversity and Challenging Homophobia training was delivered in March 2015 to raise awareness and improve
knowledge about a range of issues affecting lesbian, gay, bisexual and transgender young people and
ensure professionals are more confident in supporting young people in their locality.
Child sexual exploitation awareness raising training was delivered to improve professionals understanding of
the risks posed to children and young people regarding sexual abuse.
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Increase the uptake of immunisation, vaccination and screening services
HPV Vaccination Uptake in Girls reaching their 14th Birthday
2011/2012, 2012/2013 and 2013/2014
% Uptake in MMR2 in Resident Children Reaching their 5th Birthday
2008/2009 to 2013/2014
100%
90%
86.9%
89.6%
87.1%
100%
92.6%
90%
92.3%
86.3%
92.3%
90.0%
80%
84.5%
91.3%
89.5%
89.6%
88.7%
88.6%
86.6%
90.8%
88.9%
89.1%
88.1%
85.5% 86.0%
70%
70%
60%
% Uptake
% Uptake MMR2
93.2%
91.0%
88.8%
80%
94.2%
93.2%
50%
60%
50%
40%
40%
30%
30%
20%
20%
10%
10%
0%
HPV 1 Dose
0%
2010/2011
2011/2012
2012/2013
HPV 2 Dose
2013/2014
Year
NPT
HPV 3 Dose
HPV 1 Dose
HPV 2 Dose
Neath Port Talbot
HPV 3 Dose
Wales
1st, 2nd and 3rd Dose of HPV
Wales
2011/2012
2012/2013
2013/2014
Influenza - % Patients Immunised, aged 65 and over
2010/2011 to 2013/2014
Influenza Vaccination - % Patients Immunised (aged under 65, at risk)
2010/2011 to 2013/2014
80.0%
100%
% Patients aged under 65 Immunised
80%
70%
60%
48.7%
50.0%
49.7%
51.1%
50%
40%
45.8%
46.0%
45.6%
44.7%
30%
20%
% Patients aged 65 and over, immunised
70.0%
90%
65.7%
67.7%
67.7%
63.6%
63.6%
64.1%
65.6%
64.8%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
10%
0.0%
0%
2010/2011
2011/2012
2012/2013
2010/2011
2011/2012
2012/2013
2013/2014
Year
Year
NPT
2013/2014
Wales
NPT
Wales
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 As at the end of June 2014 the trend in vaccination uptake in NPT was positive: uptake in 1st MMR increased
to 96.8% and 2nd MMR up to age of five increased to 94.1%
 ABM Public Health Team are working with NPT CVS to encourage the uptake of the flu vaccine via social
media, community events, and the delivery of training to third sector, community, and commercial
organisations.
 The ‘Add to Life’ health check for people aged 50 and over is available on-line across Wales. The
programme has been promoted strongly in the Communities First Clusters through leaflets, social media,
6,500 newsletters and talks aimed at the over 50’s. The Afan and Neath Communities First Clusters
supported and encouraged people to have their check in the last quarter of this year. The clusters work
closely with mental health charity POBL and NPTCVS to promote this service and have had 53 assessments
with residents. Afan Valley Communities First and local resident featured in the National Launch.
 The ABMU Health Board Occupational Health Vaccination Programme commenced on 1st October 2014,
mobile clinics and a programme of sessions are in place. Flu champions have been identified and a
communications campaign using social media has been undertaken. The programme will be reviewed
through the ABMU winter flu planning group to identify vulnerable groups and agree plans to vaccinate in
outreach clinics. The Outbreaks Local Enhanced Service is still active to vaccinate outside the routine school
programme.
 GP practice delivery plans have been agreed including the circulation of a good practice guide and additional
resources to support training, development and uptake within primary care. The Childhood vaccination
programme for 2 and 3 year olds has been extended to 4 year olds.
 A community pharmacy flu vaccination service has been commissioned from six community pharmacies to
support increase of uptake.
26
Improve emotional health and wellbeing in targeted groups
Welsh Health Survey
% Adults Reporting being Treated for any Mental Illness
2009 and 2010 to 2012 and 2013
100%
90%
% Adults Reporting
80%
70%
60%
50%
40%
30%
20%
11%
10%
11%
13%
12%
11%
11%
15%
12%
0%
2009 and 2010
2010 and 2011
2011 and 2012
2012 and 2013
Year of Survey
NPT
Wales
 Mental Health Measure Wales (2010) legislation implemented with Part 1 of the scheme agreed between
local authorities for NPT, Bridgend and Swansea and the Health Board. Targets have been set by Welsh
Government in terms of access to assessment and the commencement of interventions following
assessment. Services are currently performing below the target of 80% of ‘people being assessed within 28
days’ but a recovery plan has been implemented to ensure the target is achieved by the end of this financial
year.
 Health and social care services regularly report compliance with the target for 90% of all people in receipt of
secondary mental health services to have a formal care and treatment plan. Evidence from audit and
services user and carer feedback indicates that the quality of the care and treatment plans and person
centred, recovery focus to the plans is not always acceptable. Actions have been identified to address this
and are included in the Western Bay Together for Mental Health Annual report sent to the Welsh
Government. Locally there is full compliance with part 3 and part 4 of the measure.
27
 102 participants from the Neath, Afan and Western Communities First Cluster have reported that they feel
more positive about their mental health.
 Funding has been secured from the Think Families Partnership Board to extend the counselling provision
within Neath College Campus.
 The Emotional Health and Wellbeing Action Plan Group have not met since large scale changes to the
structure within Neath Campus following the merger of the former Neath and Powys Colleges. However,
ABMU Health Board has representation at the NPTC Group Healthy College Group and the 14-19
Transitional Group meetings.
 Self-harm awareness raising was delivered in June and July 2014 to improve practitioners knowledge and
confidence to enable them to support young people with self-harming issues and signpost them to relevant
services when necessary.
28
Reduce incidence of decayed, missing and filled teeth in children and young people
Data from the Welsh Oral Health Information Unit.
Decayed, Missing and Filled Teeth Score in 5 Year Old Children
2007/2008 and 2011/2012
100%
2.5
2.20
2.14
Decayed, Missing and Filled Teeth Score
Percentage of 12 year old children with Decayed, Missing , Filled Teeth
Oral Health Survey 2004/2005 to 2012/2013
2
90%
80%
1.98
70%
1.59
1.5
60%
49.5%
50%
42.5%
45.1%
1
37.8%
40%
41.3%
36.0%
30%
0.5
20%
10%
0
2007/2008
2011/2012
Year of Survey
NPT
Wales
0%
2004/2005
2008/2009
NPT
2012/2013
Wales
 The ABMU Designed to Smile Steering Group continues to work towards securing full participation in the
programme with the community dental service (ABMU HB) being accountable for programme delivery. It is
anticipated that Designed to Smile will start to impact on 12 year olds by 2016-2017 and accelerate the
improvement of dental health for children living in the most deprived communities.
 An additional 4,247 units of Dental Activity have been commissioned this year and have now been allocated
to five practices across the county borough.
29
 A new dental access scheme is currently being piloted across the ABMU Health Board. This scheme ensures
that patients who are experiencing dental pain and need to see a dentist urgently are able to access an
emergency appointment. A recent review of the pilot has shown that the scheme is working well and patient
satisfaction is high.
Reduce accident and injury rates
Emergency Hospital Admissions with a Diagnosis of Fractured Neck of Femur
Persons aged 65 and over
2008 - 2010
Europeam Standardised Rate per 100,000
persons
600
537
466
500
480
454
400
450
432
300
200
100
0
2008
2009
2010
Year
NPT
Wales
 Neath Port Talbot Locality are considering the development of a new model of the in-patient fall prevention
programme based on good practice seen during a recent visit to Nottingham University Hospital. A financial
cost analysis and benefits realisation exercise will be undertaken prior to this being developed.
30
Improve Quality, access and efficiency of local health and social care services
What have we done so far in 2014-2015?
 Those suffering from acute strokes continue to be admitted to Princess of Wales or Morriston hospital and,
when appropriate, are sent back to Neath Port Talbot Hospital.
 An Integrated Early Intervention Model to support parents and carers of children with additional needs has
been developed. In addition a service to implement a package of support and counselling to parents/carers
and young people if required post diagnosis or in the event of an emergency diagnosis. Both services above
being commissioned by Think Families Partnership with timescales for services to be in place from April
2015.
 Work is ongoing to implement the Carers Information and Consultation Strategy. Funding provided through
the Carers measure has supported the identification of young carers and the development and distribution of
targeted information through GP surgeries, NPT Shake (the news, events, activities and support website for
young people in the borough) and a number of other services.
 A pilot service is placing a Carers Support Worker in the Elderly Day Unit and Minor Injuries Unit of NPT
Hospital to identify carers and provide targeted information and support. The embedding of a Carers Support
Worker with the Community Resource Team to ensure Carers are given the right information at the right time
to prevent a crisis from occurring.
 The Carers Service is identifying and providing targeted support and information to ‘hard-to-reach’ carers
including black and minority ethnic carers, carers of people with substance misuse and mental health
problems and young adult carers.
 The raising of awareness of the drive to meet carers needs across ABMU through a radio advert campaign
with the strap-line ‘You care for them. But who cares for you?’
31
In 2015-2016 we are going to:
Put the health and wellbeing partnership on a stronger footing by:






Securing appropriate level of membership and commitment from all partners to the strategic work of the
HSCWB Executive Board
Co-opting members with relevant local expertise wherever necessary to advise the Board
Ensuring the decisions made at the HSCWB Executive Board are translated into practice at an
operational level
Influencing the agenda of and reporting to the Local Service Board on relevant issues and progress
Setting out how, as a partnership, we will assist in the delivery of the Public Health priorities of tackling
obesity, reducing smoking and improving vaccination and immunisation uptake.
Supporting the implementation of the Social Services and Wellbeing actions across NPT.
32
Outcome 2:
People in Neath Port Talbot feel safe and are safe
33
During 2014-2015 we said that we wanted to improve people’s safety, both real and perceived.
Reduce the impact of crime and the fear of crime
Rate of Total Recorded Offences per 1,000 population
2010/2011 to 2013/2014
Rate of Recorded Offences per 1,000 population
100
90
80
70
66.79
62.49
57.35
60
50
56.18
56.99
49.24
50.12
40
48.45
30
20
10
0
2010/2011
2011/2012
2012/2013
2013/2014
Year
NPT
Wales
 All Community Safety Partnerships across South Wales Police area reported an increase in recorded crime
between April and September 2014, this increase was expected due to the changes made to the crime
recording process (previously not all incidents resulted in a crime being recorded if following investigation it
was concluded that no criminal offence occurred, but now all incidents are recorded as crimes straight away).
However, the 8.7% increase in total recorded crime (313 more crimes) in Neath Port Talbot was lower than
the 11.1% increase recorded across the Community Safety Partnerships in the South Wales Police area.
 Overall there has been a 39.6% increase in Violence against Person offences (302 more crimes). Dwelling
burglary increased by 10.8% (18 more crimes). All Community Safety Partnership in the South Wales Police
area recorded a drop in outcome rates (detection rates) for violence against person and dwelling burglary.
34
 There was a 3.4% reduction in domestic violence with injury (142 compared to 147 last year). There was
also a 35.2% increase in non-domestic violence with injury (292 compared to 216 last year). Outcome rates
have dropped for both.
 Integrated Offender Management is an overarching framework that allows local and partner agencies to come
together to ensure that the offenders committing the crimes that cause most damage and harm locally are
managed in a coordinated way. The Neath Port Talbot Integrated Offender Management Unit is now
managing 41 cases, of which 26 are also registered as Prolific and other Priority Offenders (PPO's).
 Across Western Basic Command Unit (Swansea and Neath Port Talbot) there has been an upward trend in
victim satisfaction with the police for victims of vehicle crime, domestic burglary and violent crime over the last
year, levels have remained fairly static with 88-89% satisfaction being achieved in recent months.
 Between April and September 21 Police and Communities Together (PACT) meetings were held in the 30
wards of Neath and Pontardawe with 823 people attending. Port Talbot holds 12 PACT meetings bi-monthly
in addition to a range of different engagement events including Cuppa with a Copper and the deputy sheriff
scheme which has been rolled out across the area.
 The Community Cohesion National Delivery Plan has now been formally adopted by the Heads of Service
Equalities and Community Cohesion Group and two progress reports have been submitted to the Welsh
Government. The National Cohesion Strategy was launched on 5th June 2014 at the Guildhall in Swansea.
 The first Information Sharing Tactical Action Meetings (ISTAM) was held in Neath Port Talbot in November
2014, these multi-agency meetings are held to discuss repeat victims of anti-social behaviour and hate crime
and give the opportunity to discuss and consider the perpetrator as well as the victim.
 Engagement with the public is the NPT Community Safety Twitter account now has 568 followers and the
Facebook page posts messages on a daily basis to 412 followers.
 The Paws on Patrol project was launched in October 2014, dog owners were asked to sign up to report any
unsightly or suspicious occurrences or incidents they become aware of when out in the community, by the
end of January 2015, 150 residents had signed up to the project.
 The NPT Community Safety team received a Partnership award from the Police and Crime Commissioner.
 The Six Nations campaign was launched at the end of January 2015 and ran throughout the period of the
games with the ‘One Punch Ruins Lives’ initiative.
35
Improve public confidence and satisfaction around levels of anti-social behaviour
 The Youth Offending Team work closely with the Anti-social behaviour unit, working with children who are
reported as engaging in anti-social behaviour to prevent a reoccurrence. To date the team has supported
over 150 children and young people, and provided workshops aimed at raising the awareness of and
preventing anti-social behaviour to over 1,000 year 7 children in Neath Port Talbot, additionally they have
undertaken workshops as part of Crucial Crew and arranged targeted events when hotspots and certain
behaviours are identified.
 The levels of repeat and vulnerable victims remained low. There were three victims classed as repeat or
vulnerable, all of them receive an enhanced service to support them whilst efforts are made to prevent the
behaviour of the perpetrators.
36
 The percentage of offenders re-entering the Anti-social Behaviour system between April and December 2014
was low, at 8.9% with an end of year average of 9.3%. Between October and December 2014 anti-social
behaviour incidents reduced by 32%.
Reduce the incidence and impact of domestic abuse
Domestic Abuse Incidents and Repeat Incidents
Neath Port Talbot
2011/2012 to 2013/2014
Number of Incidents/Repeat Incidents
3500
3000
2935
2880
2500
2116
2000
1500
943
1000
653
545
500
0
2011/2012
2012/2013
2013/2014
Year
Domestic Abuse Incidents
Repeat Domestic Abuse Incidents
 Calan Domestic Violence Service has been awarded £2 million by the Big Lottery Fund to provide effective
intervention measures for children and young people exposed to domestic violence and abuse. In addition,
Port Talbot and Afan Women’s Aid Healthy Relationships project also funded by the Big Lottery is now
operating within the county borough.
 The Community Safety Team attended fresher’s week at Neath and Afan Colleges to undertake an
awareness raising Personal Safety Quiz with students. 1,600 year 6 pupils from all of NPT’s primary
schools attended Crucial Crew in June, and attended a session on Domestic Abuse.
37
 The Hafan Cymru Spectrum Project has received further funding from the Welsh Government to deliver
healthy relationship lessons in primary schools in addition to the lessons they already deliver in the
secondary sector.
 The Community Safety Engagement team has been busy with a number of domestic abuse themed public
engagement events which include:
 Neath and Afan College Fresher's Fair, Aberavon RFC, Pontardawe Retail Park, Morrison's Neath,
 Aberavon Shopping Centre, White Ribbon Events – across the county,
 Ystalyfera Asda, NPT Hospital and many more.
 The council was successful in obtaining a White Ribbon Town Award in October 2014, in recognition of
their commitment to raising awareness, understanding and providing services in order to reduce the
incidence of domestic violence and providing the community with increased support and understanding of
this issue. Building on this success, council staff worked with partners in other organisations to deliver a
very successful White ribbon initiative in November 2014.
 The youth offending service has recognised the need for early intervention with children and young people
who have witnessed domestic violence, committed a violent offence or committed a domestic violence
related offence. As a consequence the service are able to offer a range of interventions aimed at reducing
the risk of these children and young people becoming perpetrators in the future.
 A second Independent Domestic Violence Advocate has been appointed on a part time; temporary basis
after funding was successfully identified and secured.
38
Reduce the number of young people involved in crime
Actual Rate of Re-offending (%)
2009/2010 to 2012/2013
First Time Juvenile Entrants into the Youth Justice System
Neath Port Talbot
2010/11 to 2013/14
140
14.00%
11.48%
120
120
12.00%
11.11%
10.49%
100
80
60
41
45
40
Rate of Re-offending (%)
Number of First Time Entrants
10.98%
10.98%
10.00%
10.33%
9.93%
8.00%
6.00%
6.55%
4.00%
21
20
2.00%
0
0.00%
2010/11
2011/12
2012/13
Year
NPT
2013/14
2009/2010
2010/2011
2011/2012
2012/2013
Year
NPT
Wales
The end of year data for 2014-2015 indicated that the Youth Offending Team continued to perform well against its
key performance indicators: Consistent practice of 100% of children and young people receiving an assessment and a service (where
required) for substance misuse issues within 5 days.
 An increase in number of hours of education received by school age children.
 An increase in the number of hours of Education, training, employment received by the 16+ age group.
 Positive change in children and young people in suitable accommodation.
 Only 2 custodial sentences in 14/15.
 The number of first time entrants into the youth justice system has reduced from 13/14.
 Reoffending rate has fallen
39
At present particular emphasis is being placed on the use of legal highs and addressing the needs of children and
young people who have chaotic lives.
In November 2014, Neath Port Talbot Youth Offending Team amalgamated with Swansea and Bridgend Youth
Justice Services to form the Western Bay Youth Justice and Early Intervention Service. The Service has a Regional
Manager and three local delivery units. Work is progressing across the Bay on the development of good practice
initiatives and use of resources to improve service delivery.
As part of the amalgamation a Restorative Justice Coordinator was appointed, their role is to promote the use of
Restorative Justice processes and train more agencies in the use of Restorative Justice, which will benefit victims
and prevent repeat offences. Recently training has been undertaken by volunteers to act as Victim Advocates to
promote the voice of victims who do not feel able to attend Restorative Conferences and the first training in
Restorative Justice Processes for Foster Carers will take place in June.
40
Reduce the harm of substance misuse
Rate of Persons Referred for Treatment for Drug Related Conditions per 100,000
2009/2010 to 2012/2013
300
241
Rate of Persons Referred
250
237
229
243
218
230
200
183
150
140
100
50
0
2009/2010
2010/2011
2011/2012
2012/2013
Year
NPT
Wales
 The Western Bay Area Planning Board is now fully established which is responsible for the delivery and
monitoring of all substance misuse services across Neath Port Talbot, Swansea and Bridgend. Neath Port
Talbot Council is leading on this area of work and a regional team has been established to progress this from
2015-2016 onwards, this will ensure that the Welsh Government Substance Misuse Action Fund is fully
utilised to meet local need.
 Services for substance misuse have continued to be delivered across Neath Port Talbot with positive
outcomes for service users. Unfortunately, data is not currently available on statistics relating to substance
misuse treatment and prevention. However, this is currently being resolved and full data will be available in
2015-2016.
41
 Raise awareness and update staff on research regarding drugs, alcohol and young people and the
effectiveness of different approaches to educating young people within youth settings about drug and alcohol
misuse and relevant services for support.
Issues and Risks
 A resource issue was identified in the substance misuse service earlier in the year which was impacting on
their ability to collate information and statistics for reporting purposes and for the performance returns they
must provide to the Welsh Government, this issue has now been resolved.
42
Mitigate the effects of fire on the community
Total Number of Reported Fires - Accidental and Deliberate Fires
Neath Port Talbot
2010/2011 to 2013/2014
1200
1074
Total Number of Reported Fires
1000
800
692
600
400
400
282
268
242
200
272
222
0
2010/2011
2011/2012
2012/2013
2013/2014
Year
Accidental
Deliberate
 Deliberate fires have dropped from 272 to 248, a reduction of 8.8%. In the same period, accidental fires
dropped from 222 to 167, a reduction of 24.7% for the first half of this financial year compared to the same
period last year. This reduction can be attributed to the way incidents are now recorded. Officers in charge
of incidents would often record grass/forest fires as deliberate if there was no other obvious cause, however
to be deliberate, there has to be the determined act of setting fire which is often not the case. This has now
been addressed so incidents are recorded as accidental if they are not proven to be deliberate.
 Mid and West Wales Fire and Rescue Service continue to raise fire safety awareness in local communities.
Multi agency action days attended by South Wales Police, Fire Service and Neighbourhood Watch enable
engagement with up to 1,000 properties in one intervention day. During the first half of this financial year
2,145 Home Fire Safety Checks were undertaken.
43
 A very successful Operation BANG project over Halloween and Bonfire night saw a 65% reduction in reported
incidents, from 30 reported incidents in 2013, to 9 in 2014.
 Focus on reducing road collision casualties further.
 Improve multi-agency responses to domestic abuse in the county borough and implement the Violence
against Women, Domestic Abuse and Sexual Violence (Wales) Act 2015.
 Ensure new Anti-social Behaviour arrangements are established to maintain effective response to anti-social
behaviour in the county borough and to reflect changes in powers available to partners.
 Review local arrangements to tackle substance misuse, prioritising action to tackle the problems surrounding
supply and use of ‘new psychoactive substances” and ensuring local action on wider substance misuse is coordinated with the Area Planning Board.
 Ensure there is effective multi-agency response to the night time economy so as to tackle associated violent
crime and disorder.
 Establish mechanisms to combat extremism and counter terrorism threats when they are identified.
 Support the Council’s review of CCTV provision.
44
Outcome 3:
Neath Port Talbot’s Communities and Environment are Sustainable
45
During 2014-2015 we said we wanted to improve the sustainability of our communities and environment.
Develop communities that are strong and sustainable through meeting housing needs across all tenures
% Private Sector Dwellings that had been vacant for more than 6 months as at 1st April that were
returned to occupation during the year through direct action by the Local Authority
2010/2011 to 2013/2014
% All Potentially Homeless Households for whom Homelessness was prevented
for at least 6 months
Neath Port Talbot
2010/2011 to 2013/2014
100%
100%
97.5%
97.1%
90%
95.2%
80%
80%
70%
66.4%
60%
58.4%
62.6%
60.5%
50%
40%
30%
% Private Sector Dwellings
% Potentially Homeless Households
90%
97.0%
70%
60%
50%
40%
37.38%
30%
18.10%
20%
20%
10%
10%
0%
0%
2010/2011
2011/2012
2012/2013
Financial Year
NPT
Wales
2013/2014
5.28%
4.36%
4.62%
9.23%
1.45%
2010/2011
5.11%
2011/2012
2012/2013
2013/2014
Financial Year
NPT
Wales
 Published our consultative draft Local Housing Strategy including key actions in support of this outcome
 Prepared for the implementation of new duties and responsibilities as a result of the Housing (Wales) Act
2014
 Prevented all but 44 of the 2,500 the homelessness who approached the Housing Options service (i.e. more
than 98%) from becoming homeless.
 Continued to engage with private sector landlords as a means of bringing about improvements in the sector.
 The Environmental Health Section receives complaints across all tenures; during 2014/15 in excess of 400
complaints were received in relation to disrepair issues. When possible, officers endeavour to resolve the
46






issues amicably without the use of formal powers. However, in some cases formal notices are required.
When considering the private rented sector and the Housing Act 2004; 40 notices were served under the Act.
Successfully delivered the Social Housing Grant programme and achieved full spend against our Main
Programme Allocation and benefitted from additional funding.
The Houses into Homes scheme is continuing to be very successful, with a total fund received from Welsh
Government of £913,238. The scheme has brought 16 units of accommodation back into use in the last
financial year, with approximately 11 units currently in the pipeline.
The preparatory work for second Welsh Government loan scheme - Home Improvement Loan Scheme (HIL)
has commenced – The scheme is aimed at improving the condition of residential accommodation and
meeting local priorities by making properties warm, safe and/or secure.
Working with NPT Homes, we reviewed and amended the joint housing allocation policy to make it clearer
and easier for people to apply for social housing with NPT homes
Continued to run the Mortgage Rescue Scheme through ring fenced funding, to assist those threatened with
repossession to continue to live in their own homes and reducing the impact on Homelessness and other
services
Endeavoured to protect front line housing related support services for vulnerable people following significant
reductions in Supporting People Programme grant
47
Ensure environmental sustainability by living within our limits and ensuring healthy and clean air, land and
water
 The Council is progressing with its proactive approach to the enforcement of fly-tipping across the county
borough and continues to work in collaboration with partners to achieve this. The National Strategic Indicator
for fly tipping places Neath Port Talbot within the lower quartile for the percentage of fly tipping cleared within
five working days, it should be noted however that this indicator only tells part of the story. There is also a
need to take into consideration the amount of enforcement action taken by the Council and the effect this has
on the number of instances of fly tipping. During the past three years and in contrast to national trends there
has been a continuous decline of fly tipping within Neath Port Talbot. Offenders are more likely to have
action taken against them in Neath Port Talbot than anywhere else in Wales with 632 incidents being
investigated in 2013-2014. Data for the first six months of 2014-2015 indicated that the Council took
enforcement action against 244 individuals. This action often requires the issuing of statutory fifteen day
48





notices being served on landowners or other individuals concerning fly tipped material and therefore the
national five day removal guideline cannot be achieved. Similarly if criminal investigations are being
undertaken then clearance of tipped material can be delayed slightly. It is important in the long term to tackle
this issue at source, reducing fly tipping, rather than simply making problems disappear quickly which drives
up removal costs. Keeping to our enforcement and educational practices are going some way to achieve this.
The council has retained its Green Flag Status within Talbot Park, Victoria Gardens, Gnoll Country Park and
Afan Forest Park Visitors Centre. The Green Flag Award, administered by Keep Wales Tidy, recognises and
rewards the best parks and green spaces in the country as well as driving up the quality of green space.
Continued development of website page focused at the provision of general energy efficiency advice and
grants for domestic households.
In September 2014, the Local Development Plan was submitted to the Welsh Government for examination.
The Vision, objectives, strategy and policies in the plan reflect sustainable development principles and seek
to encourage high quality development while balancing the need to protect the environment.
The 12 week public consultation period for the draft Contaminated Land Strategy closed on the 2nd February.
There are no plans to update the NPT Environment Strategy 2008-2026. The Council’s Environment
Strategy will continue to be taken forward through individual policy and strategic documents
49
Protect, enhance and conserve our natural and built environment
% of Total Length Right of Way which are easy to use by Members of the Public
2010/2011 to 2013/2014
100%
% Total Length of Right of Way Easy to Use
90%
80%
68%
70%
60%
69%
67%
60%
60%
50%
54%
55%
52%
40%
30%
20%
10%
0%
2010/2011
2011/2012
2012/2013
2013/2014
Financial Year
NPT
Wales
 NPTCBC is continuing to undertake its statutory duties to maintain public rights of way and is engaging with
key partners such as the Ramblers to deliver regional projects with neighbouring authorities.
 Opportunities to engage in biodiversity related activities have been enhanced through an extensive
programme of guided walks, family events such as the Gruffalo Walk in the Woods events conducted in
collaboration with the library service, wildlife walks through Wales Coast Path funded project and health /
conservation activities in partnership work with Actif Woods Wales.
 In partnership with Groundwork Bridgend, Neath Port Talbot completed the Rural Development Plan funded
project which carried out over 60 small scale environmental enhancements in rural wards ranging from
natural play areas and woodland sculptures to way markers for walking and cycling routes and outdoor
classrooms.
50
 Our Coed Cymru officer has been working with farmers to develop Soil and Water management plans on
their land including a capital budget to implement measures to decrease overland flows and prevent flooding
downstream.
 The five year ‘Our Space, Your Space’ action plan came to an end in April 2014, there are no plans to extend
this.
 The Local Flood Risk Strategy has been approved by Welsh Government; work has started on the
preparation of the Local Flood Risk Management Plan.
 Several regeneration projects continued throughout the borough to address the street-scene of principal
urban areas. Work to improve public areas was recently completed in Glynneath. Work is ongoing in lower
Station Road, Port Talbot and in Ystalyfera.
 Neath town centre redevelopment has started, a new multi-storey car park and 23,000 square feet retail unit
is being constructed as well as improvements to public areas.
 The Vibrant & Viable Places scheme on site with numerous derelict buildings at Green Park, Port Talbot
being replaced with a new housing and riverside walk development. The first ‘homes above shops’ project
has started, the disused upper floors in commercial areas will be converted into new apartments.
 Work has been completed on several historical structures in Margam Park, including the Chapter House,
Infirmary and Citrus House. Work to restore the borough’s War Memorials is also continuing.
 The Council is working in partnership with the Plaza Cinema community group, with a view to restoring this
listed building and bringing it back into public use.
Develop sustainable transport
 The South West Wales Integrated Transport Consortium (SWWITCH) has been dissolved, however the four
councils (Neath Port Talbot, Swansea, Carmarthenshire and Pembrokeshire) continue to work together as
the South West Wales Regional Transport Forum. NPTCBC continue to support the Port Talbot Parkway
Station and Amman Valley Cycleway as well as the design of the Integrated Transport Hub which will be built
adjacent to the re-developed Port Talbot Parkway Station.
51
 The Council has endorsed a new Local Transport Plan for the period 2015-2020.
 In partnership with DANSA the Rural Development Plan funded Ring-a-Ride project was completed, with over
156,226 passengers carried over the lifetime of the 3 year project. Work is on-going with local community
transport providers to develop new projects that address transport issues in rural areas.
Reduce waste and move towards maximising recycling
% of Local Authority Municipal Waste Prepared for Re-use, Recycling and Composting
2010/2011 to 2013/2014
100%
90%
80%
70%
60%
52.3%
48.5%
50%
43.7%
48.3%
40%
41.3%
54.3%
54.0%
41.8%
30%
20%
10%
0%
2010/2011
2011/2012
2012/2013
2013/2014
Financial Year
NPT
Wales
 Recycling performance indicates that the Council is on target to exceed the 55% forecast for 2014-2015 and
is on track to achieve the statutory recycling target of 58% in 2015-2016.
 A recycling participation survey was completed in January 2015. Following this survey, areas will be
prioritised through the Council’s Communications and Engagement Plan to increase participation.
52
 The Council’s regional waste procurement process began in 2009 but ended in 2013-2014 with the regions
preferred bidder withdrawing from the procurement process. Delivery of the regional anaerobic digestion
(composting food waste to produce energy and fertilizer) facility has therefore slipped. The Council is
currently considering its way forward with regard to regional working and food waste treatment.
Support opportunities for the building of safe, resilient, economically viable and sustainable communities
Number of Road Casualties Killed or Seriously Injured
Neath Port Talbot
(Calendar Year 2010 to 2013)
100
Number - Killed or Seriously Injured
90
80
70
60
55
50
40
37
40
30
30
20
10
0
2010
2011
2012
2013
Calendar Year
NPT
 The road safety programmes in primary schools, secondary schools and colleges has successfully continued
over the past 6 months. Guidance, training and education in schools and colleges are on-going. From
January 2015 an extensive programme of level 1 and 2 cycling started in a number of schools throughout the
county borough.
 The awareness of available driver development training has significantly improved during the last six months
and has seen an increase in the number of attendees on driver/rider courses. In order to sustain quality and
53
relevance of training, it is monitored by the road safety team in pre and post training workshops. Analysis of
questionnaires over the past six months shows that driver/riders feel they have benefited from this training.
 Over the past six months a number of road safety programmes in line with the Welsh Government
Framework have been running throughout the borough some of these include, cycling, pedestrian training,
education, driver/rider training, promotional activities, these are on-going training packages and will continue
into 2015.
 The review of the Play Strategy action plan was delayed to allow time for the introduction of Part 2 of the Duty
on local authorities, to secure sufficiency of play opportunities and commenced in July 2014. An update on
actions from the 2013-2014 action plan was be submitted to the Welsh Government in November 2014. The
action plan will be revised and submitted to the Welsh Government annually.
 The council continues to adhere to its policy of producing bilingual literature and is mindful of language
sensitive areas. Promotion of Welsh culture, heritage and language continues to take place in a number of
ways including Welsh language productions and events at our theatre and our commitment to the Welsh
language education provision.
 Continue to pursue enforcement action against fly tippers wherever possible
 Continue to target communications and raise awareness regarding recycling services in areas of lower
participation based on participation survey data;
 Promote food waste collections generally;
 Continue to roll-out the new ‘Recycle +’ kerb-sort recycling collection service;
 Tender a contract for management of the council’s recyclables, organic waste and residual waste at the
MREC.
 Draft and consult on a Flood Risk Management Plan to be submitted to Natural resources Wales by the end
of the year.
54
Outcome 4:
Neath Port Talbot has a strong and prosperous economy leading to reduced
poverty
55
During 2014-2015 we said we wanted to improve our local economy and help reduce poverty
Develop key sites, projects and infrastructure so we keep and attract investment into the local economy.
 Neath Port Talbot council are leading on the ‘Distinctive Places and Competitive Infrastructure’ strategic aim
of the Swansea Bay City Region Economic Regeneration Strategy. The key priorities for development are:
strategic infrastructure; strategic connectivity, Swansea city centre and primary towns including Neath and
Port Talbot.
 Work is continuing with Welsh European Funding Office to ensure 2014-2020 European Structural
Investment funds are maximised. Sir Terry Matthews has been announced as the new Chair of the Swansea
Bay City Region Board, the first meeting with the new Chair was held in November 2014 and work is
progressing on developing the five key strategic aims of the Swansea Bay City Region Economic
Regeneration Strategy.
 From April 2014, 10 tourism related businesses/organisations in the area have been supported, and £53,345
of investment (including external funding) has been secured to deliver tourism infra-structure and business
development projects.
Create high quality jobs and economic growth across the county borough through development and
investment
 The European and External Funding team met with a variety of organisations from all sectors to raise
awareness of European funding opportunities under the 2014-2020 programmes, including project
development support. In partnership with the Regional Learning Partnership the team held a number of local
engagement events to ensure a coordinated strategic approach to ESF projects.
56
Maximise the number of people who are able to access employment, by addressing barriers to employment
% Working Age Population (age 16 - 64) in Employment
2011 to 2014
% Working Age People Economically Active (aged 16 to 64)
2011 to 2014
80.0%
80.0%
67.0%
% Working Age People in Employment
70.0%
67.2%
66.1%
60.0%
61.5%
73.2%
69.5%
67.7%
62.7%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
70.0%
75.0%
73.6%
73.9%
72.6%
% Working Age People Economically Active
66.2%
68.7%
71.7%
69.1%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
2011
2012
2013
2014
2011
2012
Year Ending 30th June
NPT
2013
2014
Wales
NPT
% Unemployed Young People (aged 16 to 24)
2011 to 2014
Wales
% Working Age People (aged 16 - 64) claiming Job Seekers Allowance
2011 to 2014
35.0%
% Unemployed Young People
30.0%
28.7%
28.9%
23.2%
25.0%
22.9%
23.6%
22.3%
20.0%
19.3%
15.0%
10.0%
5.0%
0.0%
% Working Age claiming Job Seekers Allowance
4.5%
28.1%
4.0%
3.8%
4.0%
3.8%
3.5%
3.8%
3.7%
3.7%
3.0%
2.9%
2.9%
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%
2011
2012
2013
NPT
Wales
2014
2011
2012
2013
2014
NPT
Wales
57
 Partnership projects have been operating over the 12 months and have proved to be very successful:
 22 prosperous projects have been completed to date (Afan, Neath and Western Cluster). 95.4% of
projects had a green or amber status at the end of December 2015. The Afan, Neath and Western
Communities First clusters have worked with 694 participants, running 701 sessions under
employment support, advice and building confidence projects.
 The Lift Project (Tackling Workless Households) is an innovative Welsh Government initiative. In Neath Port
Talbot the Afan Valley Communities First area was identified as the delivery mechanism for the
programme. There are an approximately 400 workless households in the Afan Valley. 61 people are actively
engaged as at March 2015. 25 people have entered work (16 hours or more) since April 2014. For more
information on the LIFT pilot please refer to the Welsh Government Tackling Poverty action plan at:
http://wales.gov.uk/docs/dsjlg/publications/socialjustice/120625tackpovplanen.pdf
 Job Fairs can be an excellent way of attracting residents to consider employment options. In the Neath
Communities First Cluster, the first Jobs Fair was held in March with 800 individuals attending the event and
35 stands were at the event manned by various Partners. Feedback from organisations were overall positive
with many referrals and contacts made. This has now become an annual event for the Cluster.
 Welfare rights support for the Communities First Clusters have been very positive. Neath Cluster raised
£1,940,543.87 during the year, closing 352 cases and working with 393 individuals. Additional welfare rights
support was available throughout the Afan and Western Communities First Clusters.
 The youth service has worked with 662 young people from April 2014 to the present date. 6% of young
people have achieved an accredited outcome; 30% of young people reached have moved into employment
(paid and voluntary), further education and training.
 Mapping of support for young people not in education, employment or training has been completed and
forwarded to the Welsh Government. Gaps in provision have been identified for young carers, young
offenders and care leavers. This information has been sent to the Welsh Government to inform the
distribution of Dormant Accounts Funding. An additional barrier identified includes funding of preemployment qualifications, whilst young people in Communities First Areas can access funding for these
qualifications it is a struggle to find funding for young people in non-communities first areas.
58
 The Youth Engagement Strategy Group has been established within the Think Family Partnership to oversee
the implementation of NPT’s Youth Engagement Strategy. Led by the Director of Education this provides a
partnership approach to reduce the level of young people Not in Education, Employment or Training in NPT.
 The results of Careers Wales annual survey of school leavers published in April 2015 showed that in Neath
Port Talbot the percentage of Year 11 leavers known not to be in education, employment or training fell from
4.6% in 2013 to 3.8% in 2014.
 Achieved over 88% occupancy levels at Sandfields Business Centre.
Issues and Risks
 In Neath Port Talbot the percentage of unemployed young people increased from 23.2% in 2013 (year ending
30th June) to 28.7% in 2014. Young people living in areas outside of the Communities First Cluster areas are
struggling to access funding for pre-employment qualifications there is a risk that youth unemployment will
continue to increase.
59
Develop a strong network of local businesses capable of generating economic growth
Number of Newly Opened Enterprises and Enterprises Closing
Neath Port Talbot
2010 to 2012
Number of Enterprises Opening and Closing
400
340
350
315
304
300
280
295
275
250
200
150
100
50
0
2010
2011
2012
Year
Opened
Closed
 Close contact is maintained with tenants at the Baglan Bay Innovation Centre to identify any support needs
they may have.
 Collaborative Communities Flagship Officers project has now finished. Between 1st April and 30th September
2014:
 442 organisations were assisted.
 127 jobs created.
 28 social enterprises created.
 49 organisations financially supported.
 75,805 people accessed services.
 Further talks are underway regarding a future Social Enterprise programme on a regional basis.
CVS/NPTCBC are still discussing local social enterprise support and providing this when required.
 The Business Development Team continues to work on the following projects:
 Swansea University 2nd Campus.
60





Pen y Cymoedd Wind Farm.
Neath Town Centre.
Residential Care Homes (Caewern).
Green Park Industrial Estate (Vibrant & Viable Places).
New Leisure Centre.
 Continue to develop key sites, projects and infrastructure to maintain and attract investment into the local
economy by supporting the work being taken forward through the Infrastructure strategic aim of the Swansea
Bay City Region and by maximising Welsh Government Regeneration programmes such as “Vibrant & Viable
Places” to benefit Neath Port Talbot.
 Lead on the ‘Distinctive Places and Competitive Infrastructure’ strategic aim of the Swansea Bay City Region
Economic Regeneration Strategy and ensure the key priorities for development: strategic infrastructure;
strategic connectivity, Swansea city centre and primary towns including Neath and Port Talbot are taken
forward.
 Work with Welsh European Funding Office to ensure 2014-2020 European Structural Investment funds are
maximised.
 Support tourism related businesses/organisations in the area to deliver tourism infra-structure and business
development projects.
 Create high quality jobs and economic growth across the County Borough through development and
investment through the delivery of high quality business support services.
 Maximise European and Rural Development Plan funding to develop projects that build stronger local and
regional communities.
61
 Utilise the Regional Economic Regeneration Strategy to deliver regional collaborative projects in relation to
Inward Investment, Procurement, Place Marketing and Business Development through the Growing Business
strategic aim projects of the Swansea Bay City Region.
 Attract high quality business investment to purpose built accommodation such at the Research and
Development Village in Port Talbot Harbourside and Baglan Bay Innovation Centre
 Support the development of social enterprises, as an alternative business model where appropriate.
 Maximise the number of people accessing employment opportunities by addressing barriers to work and
provide a strong support network to help individuals manage Welfare Reform changes.
 Reduce unemployment and inactivity levels through key employment support initiatives including, DWP’s
Communities for Work, other Jobcentre Plus initiatives, and employability projects such as Communities First
and the LIFT project.
 Promote self-employment opportunities through Enterprise Clubs and the facilities available at Sandfields
Business Centre.
 Maximise community benefit clauses in all contracts and the planning process to increase local jobs and
benefits to local businesses.
 Encourage supply chain development, community investment and local employment and training
opportunities by working in partnership with Neath Port Talbot Homes, Gwalia and Coastal Housing who are
delivering substantial investment programmes within the County Borough.
 Continue to raise awareness of European funding opportunities under the 2014-2020 programmes and
provide project development support.
62
Outcome 5:
People in Neath Port Talbot fulfil their learning potential
63
Support children and young people to fulfil their learning potential
64
65
 The Childcare Sufficiency Assessment was completed and submitted to the Welsh Government during April
2014. A delivery plan is in place and the Early Years and Childcare Unit are leading on the implementation of
the plan. Good progress has been made to increase the number of out of school childcare places with the
development of 5 new holiday clubs throughout the county borough and plans are being developed to
reassess the areas of demand for further holiday clubs. Work is continuing to raise awareness of the Family
Information Service to ensure that families are able to access information through a variety of mediums
including, online, social media, face to face and telephone.
 Training has been provided to the whole childcare sector throughout the year and funding has been made
available to childcare settings to undertake a nationally recognised quality assurance scheme. A training
programme for 2015-2016 has been developed.
 The Team around the Family is now fully established and provides services and co-ordinates multi-agency
services for vulnerable families.
 Multi agency training promoting the role of Team around the Family and the lead family contact was delivered
throughout 2014-2015 with over 400 delegate attending from 39 agencies.
 Over 300 referrals were made to Team around the Family in 2014-2015 from a range of partner
organisations, including schools, children’s social services and health visiting.
 Partnership projects proved to be very successful in Communities First areas – Projects include Family
Learning, Pupil Deprivation Grant projects with the schools and Community Learning Projects . Over the last
12 Months communities first have worked with 1,231 participants across the three clusters under learning
projects and run 2,264 sessions. 482 participants have gained a qualification. In the projects funded by the
Pupil Deprivation Grant:
 Between 1st April 2014 and 31st December 2014, the Neath Cluster worked with 639 participants,
running 2648 sessions. 57% of parents on the Supporting Families project reported they feel their child
is coping better at school.
66
 Between the 1st April 2014 and 31st March 2015, the Afan cluster worked with 399 participants, running
955 sessions. 67% of pupils on the Mentoring and Family Liaison projects in the Afan cluster reported
improved academic performance.
 From 1st April 2014 and 31st March 2015 the Western valley cluster worked with 590 participants,
running 3114 sessions. 62% of pupils on the Developing Positive Outcomes project reported a better
understanding of the importance of school.
 The Young Carers Forum reviewed and updated its Action Plan from 2013-2014 to incorporate the AMBU
Carers Measure actions for 2014-2016; incorporate the views of young carers themselves and the views of
organisations who work with young carers. Money has been allocated for the publication of a board game,
which alongside the Young Carers Booklets will be rolled out across schools. This will raise awareness of
issues for young carers and help to sign post those who identify themselves as young carers to support
services. Money has been allocated to engage with young carers regarding their needs and to examine their
experience of public bodies such as health and social services.
 16% of young people accessing Youth Service provision gained a nationally accredited outcome in 20132014. At 31st December 2014 12.5% of young people accessing the service had achieved a nationally
accredited outcome. This reduction reflects changes to the service i.e. less young people on alternative
curriculum; increased focus on individual caseload work with vulnerable young people.
 The Participation Officer worked with Social Services on the Children’s Social Services Participation,
Engagement and Advocacy Protocol, between 1st April 2014 and 31st March 2015:







Number of volunteering enquiries: 276.
Number of young people interviewed for volunteering: 196
Number of young people placed as volunteers: 103
Number of young people registered as Millennium Volunteers: 185
Number of 50 hour certificates achieved: 43
Number of 100 hour certificates achieved: 19
Number of 200 hour Awards achieved: 12
67
 The council undertook a tender process for Early Intervention and Prevention services for children and young
people. Young people were involved in the assessment of the tenders, using a Child Rights based approach.
 Links with schools via primary and secondary school head teachers are good and well established. The
primary school head teacher liaison post is jointly funded by the authority and schools. The meetings provide
an effective mechanism for communication, service redesign and improving learning outcomes. The 14-19
Partnership provides clear strategic objectives and ensures that spend is linked to local and national
priorities. There is very effective sharing of good practice between schools and other partners through the 1419 Curriculum Group.
Improve learning outcomes for adults
 Adult Community Learning is progressing in line with the strategic plan and many areas have been
completed. The plan is monitored on a regular basis.
 Estyn paid a follow up monitoring visit to Adult Community Learning Services in October 2014. The service
was judged to have made sufficient progress in relation to the recommendations made during the core
assessment they carried out in November 2012. In order to maintain and improve on this progress, the
partnership will continue to work towards meeting the inspection recommendations that have not yet been
fully addressed.
 Improve Literacy and Numeracy outcomes.
 Narrow the performance gap: to reduce inequalities in the health, education and economic outcomes for
children living in poverty, by improving outcomes of the poorest.
 Improve Pupil Attendance.
 Continue to improve safeguarding practices and procedures.
 Improve and enhance behaviour management.
68
 Implement the 2015-2016 Youth Engagement Strategy to continue to build on developments from the first two
years, by:
 Extending the early identification approach within schools to include Years 7, 8, 9, 10 and 11.
 Extending the Careers Wales 5 Tier Model to include 16-18 and 19-20 year olds.
 Embedding the Local Area Prospectus, Common Application Form and Youth Guarantee.
69

Annual Report 2014-2015 - Neath Port Talbot County Borough

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