Local democracy

Issue - meetings

UPDATE FROM BRADFORD AND AIREDALE HEALTH AND CARE PARTNERSHIP BOARDS

Meeting: 29/01/2019 - Bradford and Airedale Wellbeing Board (Item 27)

UPDATE FROM BRADFORD AND AIREDALE HEALTH AND CARE PARTNERSHIP BOARDS

Board Members will be provided with a presentation which gives a brief context on both Health and Care Partnership and the whole place approach, overview of the current infrastructure and the approach to partnership commission intentions as an enabler to new different ways of working.

 

Details will also be provided on a new agreement called the strategic Partnering Agreement for Bradford and Craven and how it will impact the governance of the Health and Care Partnerships.

 

                                                                        (Nancy O’Neill – 01274 256173)

Decision:

Resolved-

 

That the work carried out in the development of the Community Partnerships and Health and Care Partnership Boards be noted.

 

                                                            (Nancy O’Neill – 01274 256173)

Minutes:

It was reported that the presentation was being provided on behalf of the Integration and Change Board and wished to gain views, input and support form Health and Wellbeing Board for the continued development of the Health and Care Partnerships; it built on the update to the Board in October 2018 which primarily focused on “community partnerships”; the idea was to align strategies – local and national, link NHS Long Term Plan, 5 Year Forward View and imminent “Social Care Green Paper”.

 

Members were informed that the Bradford District and Craven was 1 of 6 places across West Yorkshire and Harrogate Health and Care Partnership.

 

It was reported that the focus was on 13 Community Partnerships, 4 Localities (Airedale, Wharfedale and Craven, Bradford North, Central and South); 2 Health and Care Partnerships (Airedale, Wharfedale and Craven Health and Care Partnership and Bradford Health and Care Partnership); 1 Place (Bradford District and Craven) and 1 ICS (West Yorkshire and Harrogate).

 

Members were informed that Health and Care Partnerships were seeking to achieve better outcomes for local people through:

 

·         Collaboration rather than competition

·         Strategic alignment local and national – NHS Long Term Plan, 5 Year Forward View and anticipated Green Paper

·         Reducing waste and duplication

·         Behaviours focussed on the health and care system, not individual organisations

·         Opportunities to develop new care models that span beyond organisational and service boundaries

·         Developing the workforce together across the health and care system

·         Commitment to managing NHS expenditure in aggregate across the system

The vision was:

 

·         People would be healthier, happier, and have access to high quality care that was clinically, operationally and financially stable

·         People would take action, and be supported to stay healthy, well and independent through their whole life and would be supported by their families and communities through prevention and early intervention with greater focus on healthy lifestyle choices and self care

·         When people needed access to care and support it would be available to them through a proactive and joined up health, social care and wellbeing service designed around their needs and as close to where they lived as possible

 

To improve population health through integrated health, care and support the partnerships would:

 

·         Deliver the Bradford District and Craven Health and Wellbeing Plan (sustainable services against a backdrop of increasing demand)

·         Achieve greater autonomy and control within community partnerships to develop and transform the community based health, care and support services

·         Share collective responsibility for the deployment and management of the resources to secure better outcomes for the population

·         Develop population health management capabilities to improve prevention and manage avoidable demand

Guiding leadership principles that shaped the work of the two partnerships included:

 

·         Being ambitious for the people who the partnerships serve and the staff they employed

·         Delivering for the citizens; commissioners and providers; Councils and NHS

·         Building constructive relationships with communities, groups and organisations to tackle the wide range of issues that impacted on people’s health and wellbeing

·         Doing the work once – avoiding duplication of systems, processes and waste  ...  view the full minutes text for item 27