Calderdale council have recently (8 June) updated their ten-point-plan to tackle the Coronavirus pandemic – – read their plan on their website here
….or we’ve popped the plan on our website below:
How is the Council responding? 10-point plan (Updated Monday 8th June)
1. Deliver our statutory health responsibilities
Lead: Director of Public Health.
To do all that we can within our resources and within our ability, to protect the health and well-being of our population in Calderdale, working within the National Action Plan and ensuring effective partnership with our colleagues in the NHS.
We have shared and helped to interpret guidance on PPE with care homes and health partners.
Shared and interpreted guidance on key worker testing and working to promote uptake of testing in Calderdale.
Elected Members receiving weekly briefings on the situation to keep updated.
Monitoring adherence to social distancing guidance in the borough.
Using intelligence and evidence to respond and create recovery plans.
Developing an integrated weekly COVID report on cases, admissions, deaths, capacity, testing.
Circulating a daily Adult Social Care COVID-19 update to leading Members and Council/NHS leaders.
Working with West Yorkshire partners to identify COVID related inequalities in health (including in BAME, gender, deprivation) to inform local action.
A dedicated phoneline for COVID-19 enquiries into the Public Health team: 01422 393975. All calls responded to with one working day.
Distributing key messages for public guidance.
Circulation of infection prevention messages, guidance and advice to schools, early years settings, business sector and care provider sector.
PPE review for schools planned.
Produced video on core public messages via social media.
Significant progress has been made with our NHS partners in moving to a sustainable model. This is using local supply routes for PPE, rather than ones that start in China and the Far East. We have seen over 800,207 pieces of PPE at 5th June.
Local test and trace group established to deliver the local elements of the national programme. This includes a local outbreak plan.
Identified first tranche of people to be trained and mobilised to support the management of local outbreaks.
Local outbreak plan to be implemented from the end of June. This will cover seven themes and will manage local COVID-19 outbreaks.
Provide messages to the public, partners and employees about staying physically and mentally healthy while self-isolating and social distancing.
Set up resources through Active Calderdale to enable the public to stay active.
Active Calderdale survey undertaken to understand the impact of COVID on physical activity and mental well-being. The data is currently being analysed.
Healthcare Public Health
We are leading daily briefings with our partners in the Ambulance service, NHS, Police and other local Councils. This makes sure we have strong collaborative responses to issue and utilise collective assets and skills.
Increasing our support for care homes by increasing Infection Prevention and Control capacity.
Established care home task and finish group to co-ordinate support to the wider health and care system.
Establishing a multi-agency COVID Response Team, to focus on care homes with significant risk factors. This is underpinned by a protocol between the key agencies.
Contacting care homes daily to assess needs.
Providing additional support where care providers have identified particular staffing issues or have high number of residents who are COVID-19 positive.
Make sure that enough resource is in place to the support wider health and social care system. (Redeploying Council staff to support this.)
Amending testing locations to allow “walk-through” personal swabbing.
Cedar Court opened to provide short-term additional care bed based capacity. This will reduce time spent in hospital. As well as offering the right level of care and support to others who due to their normal social care systems being disrupted require help.
Developed a care home COVID-19 prevention action plan. Focusing on testing of staff and residents without cases. Also, the provision of infection prevention training and advice.
We are monitoring the uptake of whole care home testing.
2. Target our efforts on those who will most need our help and support if they get COVID-19
Lead: Iain Baines and Julie Jenkins.
This includes the most at risk groups, the elderly and those with pre-existing long term conditions through redeploying existing resource where we can, by working with our local hospitals to support transfers of care, by supporting providers of social care and ensuring other vulnerable groups are assisted through a dedicated social care hub.
Work with partners and government to deliver the Local Support Scheme to support those at highest clinical risk.
Working to deliver an increased capacity for the Emergency Duty Team operating to respond to serious situations.
Delivering a social care hub and triage reports for assistance (firstname.lastname@example.org). Over 1,341 referrals responded to.
Extended opening of The Gathering Place, which would usually close on 31st March.
Placing vulnerable people in temporary accommodation.
Identifying those who are vulnerable to the risk of Coronavirus. Over 8,877 residents have been identified on the Shielded Lists provided by the NHS. Over 6,507 individuals have been triaged, with the relevant levels of support provided by our Social Care and Volunteer Hub.
Assessment of the demographics of the shielding list updated weekly to provide tailored support.
The Director of Public Health has been assigned to lead a testing programme for those in social care settings.
Local whole care home testing co-ordinated by Calderdale CCG and undertaken by Locala is being rolled out. This complements the national testing programme.
We have tested over 1,000 care home staff, which represents 59% of the total workforce.
3. Target support on other key vulnerable groups to reduce inequalities
Lead: Corporate Leadership Team.
We are anticipating an increase in safeguarding and vulnerability issues as a result of self-isolation policies and challenges in safeguarding the health and well-being of groups at risk including the homeless, asylum seekers, those who use food banks, those at risk of domestic abuse and those with existing multiple and complex needs. We are working closely with providers and voluntary organisations on this.
Working with partners and government to deliver the Local Support Scheme to support those at highest clinical risk.
Working with Mears to ensure management and support to asylum seekers. Using Home Office guidance and developing a contingency for anyone who may fall through the net.
Linking up offers of volunteer support to make sure key provisions stay in place, like foodbanks.
All social work, Youth Justice Service, Health Visitors, NHS and early intervention teams continue to be in regular face-to-face and remote contacts with our most vulnerable children, young people and families.
Tailored messages for people with learning difficulties have been created and published. This has advice on being active, eating well and looking after mental health and well-being.
A pen pal scheme is now being rolled out across Calderdale. This involves children writing letters to care home residents.
Development of a Managed Alcohol Programme (MAP) and rapid access to prescribing for Homeless shelter residents.
We are delivering harm reduction services, such as needle exchange and Naloxone services from the shelter daily.
Support the homeless shelter provider in developing a trauma informed response to shelter residents.
4. Co-ordinate our community response
Lead: Sian Rogers and Heidi Wilson.
We will establish a virtual volunteer hub to ensure we safely and effectively manage the numerous offers to help to maximise support for our communities, working alongside our voluntary and community organisation partners..
Volunteer support deployed through the hub focusing on most vulnerable.
Engagement with members to support community leadership.
Using volunteering networks to deliver food and essential supplies to those in need.
Monitoring the vulnerability of the voluntary sector and organisations that require further support.
Using our community and volunteers to help support those who have been identified as the most vulnerable in Calderdale.
928 registered volunteers to 21st May.
836 parcels and 583 meals disrupted by the Volunteer Hub each week. Foodbank resilience work is underway to ensure they can meet changes in demand.
We has issued 12 closure notices to businesses not complying with the closure of non-essential business guidance.
649 COVID-19 warnings issued by West Yorkshire Police in Calderdale to 4th June.
We have advised schools not reopen on 1st June for nursery, year 1 and year 6 classes. This is because the Government’s five tests have not been met.
Guidance to schools on wider reopening is constantly being reviewed and updated to give the best possible advice.
Guidance produced to help parents and guardians keep children and young people safe from online extremism.
Library co-ordinators based at King Cross have been delivering a Virtual Reading Spa.
Safe space ambassadors are to be in place from the week commencing 1st June. They will advise the public on social distancing and offer support.
Widening pavements, moving bus stops, suspension of parking bays, improved cycle links. These are to make sure that social distancing can be kept and enable safe spaces.
5. Support our businesses
Lead: Fiona Thurlbeck and Interim Director.
We are working with Mid Yorkshire Chamber of Commerce to develop a business hub to support and advise businesses. We are lobbying Government for rapid implementation of COVID-19 budget decisions on business support and relaxation of a range of costs and requirements.
Working with our partners and the business sector we have established a business hub (Business@calderdale.gov.uk).
Agreements to be made across Local Enterprise Partnership Services around delivery of support.
Targeted support being provided to businesses.
Responding to government guidance to support our most businesses and specific sectors.
Working with Bradford and Kirklees for Flood Resilience Grants (in addition to initial emergency grants). Looking to go live in June.
Advice provided to businesses on Health & Safety within the current COVID-19 environment currently in draft and endorsed by Public Health.
4,923 grants have been processed that total £55.185 million at 4th June.
A new discretionary grant support scheme has been established which will provide grants to businesses who haven’t previously received support from other schemes.
Discretionary grant scheme is open to applications on 5th May.
Sport Services has spent the last few weeks supporting sports clubs (39 submissions). 24 have been assessed, with 20 approved that equals over £60k support to 15th May.
Calderdale Council is second in the West Yorkshire Region for grant processing.
We are contacting the remaining businesses eligible to claim business grants to support their applications.
Developing a group looking at sector and skills to support businesses.
Schools for the children of keyworkers and vulnerable has increasing attendance now at 12%. This allows more keyworkers to return to work.
Developing a recovery plan focusing on providing a safe future with the key areas of focus; safe work places, safe transport, safe communities, safe education and safe public spaces.
Plans in place to enable businesses to reopen safely on the 1st and 15th June. (With guidance offered to businesses on how to operate with social-distancing.)
6. Enhance our workforce resilience and care for our staff
Lead: Jackie Addison.
We are implementing our plans to deliver home working across all services, building upon our work on digital transformation through our Workforce/ICT hub to be established later this week and will prioritise the most critical services, redeploying resources accordingly.
Relaxation of HR policies to support staff. This is around working from home, which is the Council default where possible.
Annual leave carry forward policy relaxed.
Ensuring support on well-being and mental health is enhanced, particularly for those working from home/ in self-isolation.
Peer-to-peer listening ear phone line providing support to staff open from 8am till 8pm. This service is staffed by 14 council volunteers.
Daily updates from Chief Executive to all staff to provide most up to date information and re-enforce key messages.
Continued daily Ecall internal newsletters for staff on a range of issues, information and support.
We have adapted the Princess building to protect our workforce through safe working.
1300 staff are remote working by 5th May.
Employee Reference Group being developed – engaging with staff about living with COVID and recovery in the workplace.
Staff well-being and resilience survey currently open for responses to inform on-going support for staff.
Continued guidance being issued that staff should be working from home apart where absolutely necessary.
An emerging learning log is being used to capture all positive lessons that have been learnt. This is to make sure that there is better future practise.
The Chief Executive has written to all staff. This is in support of how we can address racial inequalities in the workplace and in the community.
7. Support governance, decision making and community leadership
Lead: Ian Hughes.
We will suspend all Council, committee and panel meetings, ward forums and working parties from Tuesday 17th March until Friday 15th May. We understand that guidance and legislative change is imminent from Government to remove the requirement to meet face to face to agree decisions at Cabinet, Council and Committees, which currently exists in the extremely outdated Local Government Act, 1972. I will work with the Chief Executive on emergency business critical decisions as set out in the Council’s constitution in the interim. We will divert staff to support the community leadership role of our elected members.
Delegated emergency powers will be exercised by the Chief Executive and Chief Officers when necessary. This will be in conjunction with the Leader and Deputy..
Virtual planning committee taking place in June.
The Scrutiny Department is now holding a full programme of meetings.
Scrutiny Department to hold a meeting on Children’s services on 6th June.
Full Council planned for September to cover the first two weeks of devolution development.
8. Monitor and respond to community, faith and neighbourhood issues and tensions
Lead: Zohrah Zancudi.
Our neighbourhoods, Staying Well Team and Community Wardens will support communities, in partnership with the Police and the voluntary sector.
Using our existing and robust partnership structures to monitor and respond to issues relating to community tensions.
We are working with the existing Calderdale Interfaith partnership structure to build stronger community ties and support across the borough.
Supporting the work of faith communities and groups, offering pastoral support in the coming months.
We have developed a Community Protection Hub. Also, working with partners to respond to issues around:Anti-Social Behaviour;
licensed premises still operating;
and groups of people congregating.
Community Protection Team officers are continuing to undertake non-compliance patrols. They also offer reassurance to those residents concerned about gatherings.
A dedicated daily Environmental Health patrol setup. Nine closure notices have been served.
9. Capture financial and organisational impact
Lead: Nigel Broadbent.
We will collate financial impact of additional burdens and loss of income for services to reduce organisational risk and the impact of decisions taken by other organisations such as transport providers.
Additional and advancing of existing Government grants available to help cash flow in the short-term.
Updated impact of COVID-19’s cost to the Council now stands at £28m. Government additional funding stands at £12m, which leaves a £16 million shortfall.
The updated forecast of potential cost has been sent to MHCLG.
A financial recovery plan is being developed. This will help reduce the gap between the potential cost to the council and the funding available.
The RSA recovery grid is being used to help inform the decision making on financial recovery.
10. Communicate, communicate, communicate
Lead: Corporate Leadership Team and Lucy Bradwell.
We will use all channels to issue very regular updates on this plan and our delivery of it.
Primary Source of Coronavirus health advice provided through central government sources.
All public Council communications to be led by the corporate communications team.
Additional support for council members provided by Democratic Services.
All Council services and Neighbourhood teams to use their existing networks to disseminate information to the public in accurate and timely fashion.
Supporting and developing a high number of national, regional and local social media campaigns. This includes #inittogether and #Councilscan.
A series of graphics showcasing our achievements in the Councils COVID-19 response are now being broadcasted.
Guidance published to clarify new social distancing guidance from the Government.
We have completed 67 press releases and received 266 media enquires up to 4th June.
We have had 115,902 views accessing guidance on COVID-19 on our website by 1st June.
Signs to be installed around the borough to highlight the need to continue social distancing. In total 1,000 signs will be installed alongside floor markings.
We delivered a series of graphics and communcations celebrating and thanking Calderdale’s volunteers for volunteer week.
Hosted a Facebook Q&A on Health and well-being advice and support for our Black and Asian communities. This was chaired by our Director of Public Health on 4th June.