The City Solicitor will report the names of alternate Members who are attending the meeting in place of appointed Members. 

(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 may remain in the meeting and take part fully in discussion and voting unless the interest is a disclosable pecuniary interest or an interest which the Member feels would call into question their compliance with the wider principles set out in the Code of Conduct.  Disclosable pecuniary interests relate to the Member concerned or their spouse/partner.

(2)       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. 

(3)       Members are also welcome to disclose interests which are not disclosable pecuniary interests but which they consider should be made in the interest of clarity.

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

There were no disclosures of interest.

(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 - 01274 432280)

No requests were received to remove the restriction on a report or background paper.

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 report of the Senior Officer, Strategy, Change and Delivery, NHS Bradford District and Craven Clinical Commissioning Group (Document “U”) describes the Adult Autism pathway, shares experiences of patients through case studies, and summarises the position in relation to improvements to the assessment and diagnosis of autism spectrum disorder (ASD) in adults in Bradford, District and Craven.

In particular, the report details the plan agreed at the MH, LD and ND Programme Board and progress on implementation. The Adult Autism Plan, as focusses on 3 key areas:

1.    Continue to strengthen the Autism Assessment Pathway (adults) through expanding existing BANDS service to increase capacity and patient throughput

2.    Engage with NHS and independent providers for rapid, short term, expansion in capacity for clinical assessments

3.    Engage with ICS to explore system approaches to ASD assessment and diagnosis

Recommended –

Members are asked to support Option 1, to allow BDCFT/BANDS a reasonable period to strengthen the staff team, increase activity and improve outcomes.  Waiting times will also be reduced through outsourcing.

(Ali-Jan Haider – 01274 256083)

The report of the Senior Officer, Strategy, Change and Delivery, NHS Bradford District and Craven Clinical Commissioning Group (Document “U”) described the Adult Autism pathway, the shared experiences of patients through case studies, and summarised the position in relation to improvements to the assessment and diagnosis of autism spectrum disorder (ASD) in adults in Bradford, District and Craven.

In particular, the report detailed the plan agreed at the MH, LD and ND Programme Board and progress on implementation. The Adult Autism Plan, as focusses on 3 key areas:

• Continue to strengthen the Autism Assessment Pathway (adults) through expanding existing BANDS service to increase capacity and patient throughput;
• Engage with NHS and independent providers for rapid, short term, expansion in capacity for clinical assessments; and,
• Engage with ICS to explore system approaches to ASD assessment and diagnosis.

The Strategic Director, Keeping Well at Home was present and joined with the invitation of the Chair, gave a monologue of the report to the committee. He stated that autism was a lifelong neurodevelopmental condition, the core features of which were persistent difficulties in social interaction and communication and the presence of stereotypic (rigid and repetitive) behaviours, resistance to change or restricted interests. The way that autism was expressed in individual people differed at different stages of life, in response to interventions, and with the presence of coexisting conditions such as learning disabilities (also called 'intellectual disabilities'). People with autism also commonly experienced difficulty with cognitive and behavioural flexibility, altered sensory sensitivity, sensory processing difficulties and emotional regulation difficulties. The features of autism ranged from mild to severe and possibly fluctuated over time or in response to changes in circumstances.

In reference to the demand of service, in particular, provisions were put in place to provide assessment, diagnosis and support for those with Autistic Spectrum Disorder. To provide support to other organisations to identify and meet the needs of adults with ASD. The service had reduced the central intake in order to improve access to service for the reduction of waiting lists and times for people to access services for the purpose of expansion and strengthening provisions since the announcement. The service had presented to the Medical Health Learning Disability and Neuro Diversity Programme Awards to reduce expenses in the autism assessment pathway for adults, through expanding the existing demand services to increase capacity and secondly, to engage independent providers for rapid short term expansion of capacity for clinical assessments. To fully reduce the waste in this short period of time as possible, and thirdly, to engage with the integrated system to explore system approaches to ASD assessment and diagnosis. Attention was focused on best practice and opportunities from a system perspective.

The actions were based on the comments, questions, suggestions and the challenges that had been brought to the service following examination and identifying sources of additional Family Support Service. Therefore, further financial sources of funding had been identified, (a) £374,000 NHSE Transformation Fund Allocation, over 2 years b; (b) £100,000  ...  view the full minutes text for item 56.

The report of the Strategic Director of Health and Wellbeing(Document “V”) provides information on:

·         Provide an update on commissioning and contracting activity undertaken in the final year of the 2019-21 Commissioning Strategy

·         Set-out our commissioning intentions for 2022/23.

·         Set-out our plans for developing a new 5-year strategy

Recommended –

That the committee note the report.

(Jane Wood / Holly Watson - 07970 273682)

The report of the Strategic Director of Health and Wellbeing (Document “V”) provided information on:

• Provide an update on commissioning and contracting activity undertaken in the final year of the 2019-21 Commissioning Strategy;
• Set-out our commissioning intentions for 2022/23; and,
• Set-out our plans for developing a new 5-year strategy.

The Chair invited the representatives of the Commissioning Team to present the report. It was explained that preceding the latter, in January 2021, the committee was updated on the Department’s progress in delivering to the Commissioning Strategy and Intentions for 2019 to 2021 in the five key commissioning priorities of:

·         Increasing early help & prevention services/offers

·         Developing further approaches to support personalisation, choice and control

·         Redesigning and recommissioning a range of statutory accommodation and support services

·         Reviewing and developing contract and quality management and financial administration services arrangements

·         Undertaking effective market shaping and facilitation and ensuring a sustainable and vibrant market

Since the latter, the Health & Wellbeing Department (the Department) commissioned a wide range of Adult Social Care services for people across the district. This was achieved through an on-going programme of commissioning, procurement, contracting and quality assurance activity. This work was aligned to the key priorities of the Department’s 3-year plan and the overall ambitions for Bradford residents to be happy, healthy and at home and for Bradford to be a place where people had choice about their health and wellbeing. To achieve this, the Commissioning Team’s aim was to work collaboratively with providers, other partners and the wider community to understand the population of the district, continue to develop the local market in Bradford, and how best to support people to be as independent as possible.

A question and answer session ensued:

·         How was it possible for the implementation of new processes that led to forecasting just over £2.2m of recovered income for 21/22; this being nearly £1.2m more than the budget income target?

o   This was owed to optimisation of transformational change over a longer period of times. Due to working with systems over a number of years the service had learned to streamline arrangements and communication levels. Systems had evolved to meet the needs of present day demand for services, including more outsourcing of services; and,

·         Explanation was sought on Individual Service Funds (Direct Payments)?

o   An Individual Service Fund (ISF) was one way of managing a personal budget, where someone who needed care and support (and/or their family, advocate or carer) chose an organisation to manage the budget on their behalf and worked with them to plan care and support services and activities that would help them to achieve their identified outcomes. The budget could come from social care, health or the individual, and could be based on their eligible needs. ISFs gave people the choice and control over their support, without having to manage the money themselves. This was a middle option between direct payments, which had high levels of choice and control plus high levels of responsibility, and local authority managed services,  ...  view the full minutes text for item 57.