(i)            Councillor Greenwood disclosed, in the interest of transparency, that she was a member of a Patient Participation Group.

(ii)          Councillor A Ahmed disclosed, in the interest of transparency, that she was employed by the Yorkshire Ambulance Service NHS Trust.

(iii)         Susan Crowe disclosed, in the interest of transparency, that she was the Chair of a Patient Participation Group and had received commissions from Public Health and Clinical Commissioning Groups in relation to Minute 26 and withdrew from the meeting during the consideration of this item.

(iv)         Sam Samociuk disclosed, in the interest of transparency, that he was the Chair of a Patient Participation Group and a member of The Peoples Board of Bradford Districts Clinical Commissioning Group.

ACTION: City Solicitor

Recommended –

That the minutes of the meeting held on 6 July 2017 be signed as a correct record (previously circulated).

(Claire Tomenson – 01274 432457)

Resolved –

That the minutes of the meeting held on 6 July 2017 be signed as a correct record (previously circulated).

(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. 

(Claire Tomenson - 01274 432457)

There were no appeals submitted by the public to review decisions to restrict documents.

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.

There were no referrals made to the Committee.

The Chair informed Members that Isobel Scarborugh, a previous co-opted Member of the Committee and the Social Care Overview and Scrutiny Committee, had died in August 2017.  Isobel had retired from the Committee in 2015, but during her time as a Member had provided a constructive contribution and positive approach.  The condolences of the Committee had been sent to her family.

Susan Crowe added that Isobel had been a key Member of the Healthwatch Committee and a Memorial Service was to be held in her honour.

The Director of Quality NHS Bradford City Clinical Commissioning Group (CCG) and Bradford Districts CCG and the Deputy Chief Officer and Chief Finance Officer, NHS Bradford City and Bradford Districts CCG will present a report (Document “G”) that presents performance against the NHS England Clinical Commissioning Group Improvement and Assessment Framework for 2016/17 for Bradford City (BCCCG), Bradford Districts (BDCCG) and Airedale, Wharfedale and Craven (AWCCCG) Clinical Commissioning Groups.

Members are invited to comment on the report.

(Michelle Turner/Julie Lawreniuk – 01274 237796/237642)

The Director of Quality, NHS Bradford City Clinical Commissioning Group (CCG) and Bradford Districts CCG presented a report (Document “G”) which provided an update on the CCGs’ performance for 2016/17.  Members were informed that the role of the three CCGs was to buy care services and improve outcomes for patients, whereas NHS England was responsible for purchasing specialist care.  The CCGs were held to account and it had been a difficult year in relation to budgets.

The Deputy Chief Officer and Chief Finance Officer, NHS Bradford City and Bradford Districts CCG reported that NHS England had to monitor performance and had introduced a new framework for 2016/17.  Overall the three CCGs received a ‘Good’ rating and this was an improvement for Airedale, Wharfedale and Craven CCG, which had ‘Required Improvement’ in 2015/16.  There were a number of constitutional targets that had to be met, e.g. that patients had to be seen within 18 weeks of referral and the workforce along with funding was a key challenge.  Issues in relation to Accident and Emergency performance were being progressed and the Quality, Innovation, Productivity and Prevention (QIPP) programme would ensure that the money spent brought maximum benefit and quality of care to the public.

The Director of Quality explained that work had been undertaken to improve performance in relation to cancer in Bradford City CCGs, however, not all patients attended appointments and screening was a constant battle.  Further engagement with Bradford City CCG patients was required to ensure that they attended.  Some good work was ongoing with Accident and Emergency Departments and Mental Health provision was a good news story. 

The Clinical Chair of the NHS Bradford Districts CCG stated that the report had been driven by what the CCGs were accountable for and various clinical outcomes would need to be improved in order to increase people’s lifespans.  In relation to cancer, people needed to attend screening appointments and more information on awareness should be provided.  The CCG was under pressure with regard to Accident and Emergency targets and it needed to ensure that people were dealt with correctly.

Members then raised the following questions and comments:

·         What was the impact on GP surgeries in relation to waiting times and had they been reduced?

·         How had the non-elective admissions in relation to Bradford’s Healthy Hearts programme been reduced by 10%?

·         How was the gap between annual budgets and the increasing cost of providing healthcare being managed?

·         Choices would have to be made about what services would go.

·         Airedale, Wharfedale and Craven CCG was in a worse financial situation than the two Bradford CCGs.

·         The Mental Health section within the report seemed light in content and confusing.

·         A two month wait following a cancer referral was too long.

·         What was meant by ‘increased demand’?

·         Could ‘workforce issues’ be considered for inclusion in the next report?

·         What work had been undertaken in relation to cultural sensitivity?

·         What message could be fed back to constituents?

·         The neo natal mortality and still birth figures  ...  view the full minutes text for item 25.

The Strategic Director, Health and Wellbeing will submit Document “H” which setsouta summaryoftheAdultandCommunityServicesDepartmentforthefinancialyear2016/17acrossa rangeofnationalperformanceindicators.

Members are invited to comment on the report.

(Imran Rathore – 01274 431730)

The Strategic Director, Health and Wellbeing, presented Document “H” which provided an overview of the Department of Health and Wellbeing’s performance across the Adult Social Care Outcomes Framework in 2016/17.  It was explained that there was more confidence in the robustness of the data and the way in which it was recorded could actively change performance.  There was still work to be done in the area of learning disabilities, however, overall it was an improving picture.  In relation to accessible information progress had been sustained, though this needed to be maintained and the model developed.

Members made the following points:

·         Could the graph regarding Learning Disabilities be expanded upon?

·         The Council’s in house providers had not received training.

·         Carers were not satisfied with the support provided.  How was this being managed?

·         People were receiving too much or too little care.  What about a review?

·         What was “Power BI”?  Would it be rolled out to all teams?

·         How often were the booklets updated? Were there any plans to update them?

·         How far had the review of literature progressed?

·         Was there a budget and resources for the work on accessible information?

·         What was being prioritised or was everything going to be implemented?

·         Were there any good practices that the Council could share with other organisations?

·         Would all the information to be provided be easily accessible?

Members were informed that:

·         The survival rate had significantly improved for people with Learning Disabilities and the population of people with them had increased.  Some of the services were traditional and there was a lack of emergency services.  The Council would want to support someone with Learning Disabilities for their lifetime and not just at points in time.

·         The Council needed to spend its money wisely and there had been a significant shift in front line staff.  Training was key to providing quality care and there were too few opportunities for people to become independent.  

·         The Council was working with the National Development Team for Inclusion (NDTI) on a programme that would give people what they wanted. 

·         It was believed that people went into care too quickly and if the transfer didn’t take place within an appropriate timescale there could be a detrimental effect that would delay the person’s recovery.  It was important to allow people time to recover properly and some people would recover better if they were allowed home.

·         “Power BI” was Business Intelligence data and this would enable the Council to manage its performance much quicker.  The roll out would start in Adult Social Care and then move on to other areas.

·         There was no specific plan to review the booklets, however, each time a person had an assessment they would be provided with a booklet.

·         An officer had been appointed to look at the accessible information and had worked closely with provider services, which had resulted in other documents being compiled.

·         A modest amount of money had been made available for the work on accessible information and it was easier to change electronic  ...  view the full minutes text for item 26.

The “Healthy Bradford Plan: Shaping the System, Improving Lifestyles” (Document “I”) will be presented by the Deputy to the Director of Public Health and sets out the four core activities to be undertaken to ensure that Bradford is at the forefront of the national challenge to help people improve their lifestyles through delivering a system wide approach addressing poor lifestyle behaviours at their roots.

Recommended –

It is recommended that the Committee:

1)    Accept the broader lifestyle behaviours approach set out in the Healthy Bradford Plan.

2)    Support the development of the system wide Partnership and the implementation of the actions it identifies as priority areas for improving lifestyles.

3)    Encourage and support officers, other public sector organisations, business owners and community groups to use the Healthy Bradford Charter within their own organisations to identify and achieve the potential to make healthy lifestyles easier for everyone.  

(Rose Dunlop – 07834 062144)

The Deputy to the Director of Public Health presented Document “I” which set out the four core activities of the Healthy Bradford Plan to be undertaken to tackle the lifestyle behaviours that lead to poor health outcomes and premature mortality for people in the District.

The Health and Wellbeing Portfolio Holder informed Members that the Health and Wellbeing Board had established the Healthy Weight Board, which she chaired and was working on issues with the Deputy to the Director of Public Health and Consultant in Public Health.

The Consultant in Public Health then gave a presentation on the Healthy Bradford Plan, which covered the following issues:

·         Background

·         Activity to date

·         Issues – 67% of the population were obese or overweight and only 50% ate five portions of fruit and vegetables per day

·         Healthy Bradford Partnership

·         Healthy Bradford Charter - People, Policy and Places and the ‘Daily Mile’ for primary schools

·         Healthy Bradford Movement – ‘Beat the Street’ campaign

·         Healthy Bradford Service

·         Outcomes

·         Return on investment

Members then raised the following matters:

·         How was it known that 67% of the population were obese or overweight?

·         Clinical Commissioning Groups had started an engaging people project.

·         The ambulance service used heavy duty stretchers and approximately £10 million had been spent on equipment.  There was an overall cost to the NHS of £2 billion.

·         There would be an issue if budgets were not reaching the right people.  Was obesity reduced in Birmingham? How would people be referred to the Healthy Bradford Service?

In response Members were informed that:

·         The figures had been taken from the National Health and Wellbeing Survey.

·         Other initiatives would be mapped in order for gaps to be identified and the Council needed to know what schemes were successful.  The aim was to get people to live a healthy lifestyle.

·         Only one solution for obesity had been focused on previously, however, it had been realised that it was more cost effective to bring all the initiatives together.  The only solution for morbidly obese people was surgery and the right people would be targeted.  

Resolved –

That the Committee:

1)    Accept the broader lifestyle behaviours approach set out in the Healthy Bradford Plan.

2)    Support the development of the system wide Partnership and the implementation of the actions it identifies as priority areas for improving lifestyles.

3)    Encourage and support officers, other public sector organisations, business owners and community groups to use the Healthy Bradford Charter within their own organisations to identify and achieve the potential to make healthy lifestyles easier for everyone.  

ACTION: Deputy to the Director of Public Health

The Overview and Scrutiny lead will present the Committee’s Work Programme 2017/18 (Document “J”).

Recommended - 

That the Committee notes the information in Appendix 1 and 2

(Caroline Coombes – 01274 432313)

Members were informed of amendments made to the Work Programme 2017/18.

Resolved –

That the information in Appendix 1 and 2 of Document “J” be noted.

ACTION: Overview and Scrutiny Lead