(Members Code of Conduct – Part 4A of the Constitution)

To receive disclosures of interests from members and co-opted members on matters to be considered at the meeting. The disclosure must include the nature of the interest.

An interest must also be disclosed in the meeting when it becomes apparent to the member during the meeting.

Notes:

(1)       Members must consider their interests, and act according to the following:

(2)       Disclosable pecuniary interests relate to the Member concerned or their spouse/partner.

(3)       Members in arrears of Council Tax by more than two months must not vote in decisions on, or which might affect, budget calculations, and must disclose at the meeting that this restriction applies to them.  A failure to comply with these requirements is a criminal offence under section 106 of the Local Government Finance Act 1992. 

(4)       Officers must disclose interests in accordance with Council Standing Order 44.

No disclosures were received.

(Access to Information Procedure Rules – Part 3B of the Constitution)

Reports and background papers for agenda items may be inspected by contacting the person shown after each agenda item.  Certain reports and background papers may be restricted. 

Any request to remove the restriction on a report or background paper should be made to the relevant Strategic Director or Assistant Director whose name is shown on the front page of the report. 

If that request is refused, there is a right of appeal to this meeting. 

Please contact the officer shown below in advance of the meeting if you wish to appeal. 

(Asad Shah – 07970 414022)

There were no requests received to view background papers.

Any referrals that have been made to this Committee up to and including the date of publication of this agenda will be reported at the meeting.

No referrals were received.

The Bradford and Airedale Neurodevelopment Service (BANDS) was commissioned in 2015 to provide triage, assessment and diagnosis for both ASD and ADHD for adults (over 18) in Bradford, Airedale, Wharfedale and Craven.  This briefing and appendices relate to Adult Autism services only, there is no reference to similar services for children.

The report of the Bradford and Craven Health and Care Partnership (Document “AA”) sets out the progress made in developing a new service model to assess and diagnose adults with autism spectrum conditions and the benefits for patients and referrers.

Recommended –

Members are asked to support the developments to the BDCFT/SWYPFT service model to develop a new Adult Autism Pathway and service model to assess and diagnose adults with autism spectrum conditions and the benefits for patients and referrers.  

Walter O’Neill – 07432 721557

The report of the Bradford and Craven Health and Care Partnership (Document “AA”) was submitted to the Committee to provide Members with an update on progress relating to the development of a new service model to assess and diagnose adults with autism spectrum conditions.

The Bradford and Airedale Neurodevelopment Service (BANDS) was commissioned in 2015 to provide triage, assessment and diagnosis for both ASD and ADHD for adults (over 18) in Bradford, Airedale, Wharfedale and Craven. 

The new model and a new negotiated service delivered in partnership by Bradford District Care Foundation Trust (BDCFT) and South West Yorkshire Partnership NHS Foundation Trust (SWYPFT) enabled improvements to the quality of service available.  With the ability to recruit and retain staff and an innovative and sustainable model it became possible to close the gap between demand and the capacity to meet patients’ needs. 

The report appendices provided Members with plans, revisions and progress since the previous report in August 2022 with the expansion of specialist and non-specialist support alongside a new Assessment and Diagnosis Service.

The new plan included how the new Adult Autism pathway would increase capacity from 40 cases per year to an estimated 600 per year with interventions for those on the waiting list and how the legacy of cases would be cleared whilst providing the service to new patients.

The report contained details of Commissioning intentions and a number of actions such as the Bradford Waiting List Initiative that saw 127 people identified from the waiting list being referred, assessed and subsequently discharged from the service. 

The second action saw interim leadership cover from SWYPFT funded by unfilled posts in BANDS.

Actions 3 was the development of the new Bradford District and Craven (BDC) Autism Assessment and Diagnosis Service for Adults as the old BANDS model was recognised as being undeliverable and unsustainable.

Action 4 related to referrals through GP ASSIST and Assessment Clinics as GP appointments were not the best way to gather the complex and detailed information needed to make an informed decision relating to whether to refer or not.

Action 5 provided clinical triage so that only those who may have Autism would be offered an assessment, looking for positive indicators to include people rather than negative indicators to exclude them. 

Action 6 comprised of communication in order to advise patients of next steps and a feedback letter with an explanation of the outcome.

The report also contained details of the numbers of patients and the indicative costs per patient showing the benefits and savings of the new service model along with data to support and evidence the improvements.

Included in the report were a number of case studies that Officers also highlighted in their presentation to demonstrate how the new model worked in practice for patients.

Members were then given the opportunity to comment and ask questions, the details of which and the responses given are as below.

·            A Member asked what the difference was between positive and negative indicators

·            What was the  ...  view the full minutes text for item 41.

The Bradford District and Craven Health and Care Partnership Board is the place-based committee of the West Yorkshire Integrated Care Board. It is responsible for the use of NHS resources locally, and for the leadership of the Bradford District and Craven Health and Care Partnership. It was formally established in July 2022.

The Report of the Health and Care Partnership Board (Document “AB”) is its first annual update to the Bradford District HOSC.

Recommended –

The views of the Overview and Scrutiny Committee on the content of the report are requested. Particularly the members are invited to add to the views of the public as described at section 5.2.

James Drury - james.drury@bradford.nhs.uk

The report of the Health and Care Partnership Board (Document “AB”) was submitted to the Committee to inform Members regarding the recently completed strategic priorities re-set programme that resulted in a focus made on five priorities that were supported by the four enablers. These linked to the partnership’s place-based partnership strategy as well as the ambitions of the West Yorkshire integrated care system.

The Bradford District and Craven Health and Care Partnership was one of five place-based partnerships that formed part of the West Yorkshire Integrated Care System. Each place-based partnership contributed to the work of the integrated care system, while also maintaining a focus on delivering at a local level and continuing to meet the needs of the local populations.

Arising from the Health and Care Act 2022 which included retention of local decision making, new arrangements for the planning and coordination of health and care services were established.  These included the establishment of Integrated Care Systems (ICSs) comprising NHS Integrated Care Boards (ICBs) and partnerships between ICBs and local authorities known as Integrated Care Partnerships (ICPs).

Updates relating to legislative changes were also included in the report and the purpose and roles of the Executive, Partnership Board and Chair were explained as part of the presentation.  A summary of the work carried out by the Board was provided by the Place-based Lead and the Independent Chair including ongoing work on Governance and the setting up of formal meetings and development sessions.  Meetings would be held at different locations in the district and Officers welcomed suggestions and input on suitable locations

It was explained to Members what topics were under discussion and that the Board was measuring the impact of working with partners

The Scrutiny Committee had identified a number of key lines of enquiry that they would wish to return to once arrangements were established in the new Board structures and the report sought to address the questions raised.

The Boards’ priorities as contained in the report had been reviewed to ensure they were the right ones.  The new priorities replace the previous transformation programmes which it was acknowledged had been deemed very ‘medicalised’ by stakeholders.

Members were then given the opportunity to comment and ask questions, the details of which and the responses given are as below.

A member asked for more information regarding the relationship between the GP contract and ICS and how Members could engage to enable actions to be carried out.  Officers advised that it was part of the Integrated Care Boards’ role to look at primary care contracts several Members of the Partnership Board contributed knowledge and perspectives from Primary Care.  They also advised that Community Hubs were being developed and the Neighbourhood teams consisted of a mixture of professionals and the VCS. 

The Primary Care Recovery Plan was in place to increase access to primary care so that access and signposting help could take place where a GP was not necessary.  This would enable GP’s to have more availability to do the  ...  view the full minutes text for item 42.

The report of the Strategic Director, Health and Wellbeing (Document “AC”) provides an update on delivery against the new Commissioning Strategy for 2022-2027 and sets-out the commissioning intentions for 2023/24.

Recommended –

That the report be noted.

Jane Wood – 07970 273682

The report of the Strategic Director, Health and Wellbeing (Document “AC”) was submitted to the Committee to provide Members with an update on delivery against the new Commissioning Strategy for 2022-2027 and set out the commissioning intentions for 2023-24.

A wide range of Adult Social Care services for people across the District were commissioned by the Health and Wellbeing Department and achieved via a programme of commissioning, procurement, contracting and quality assurance activities.  Working in collaboration with providers, partners and the wider community, work was aligned to achieve the key priorities in the Department’s 3-year plan.

Officers presented a summary of the report submitted to the Committee and highlighted details relating to the new staffing structure to increase the pace of commissioning work as well as the cost of care exercise which Officers stated further detail could be provided if requested.  The report focussed on impact and raising awareness.  Officers also pointed to the information contained in the appendix to the main report with contract information on for 2023/24 that provided details of the contracts being worked on with separate information on mental health support included.

Members were then given the opportunity to comment and ask questions, the details of which and the responses given are as below.

·            What was the position in relation to direct payments? 

·            Was IFS still underway?

·            HFT contract – what reassurances were there that concerns with the previous contract were being addressed, were users happy with the support being provided?

Officers responded to the above questions as follows:

Information on direct payments could be provided.  ISFs were still on the agenda. In relation to New Choices provision, work was ongoing and the next phase was not yet finalised.

Resolved –

That the report be noted and an update report be presented to the Committee in 12 months’ time.

Action: Strategic Director, Health and Wellbeing