In the interest of transparency all those who were on the Bradford Economic Partnership disclosed an interest in Minute 32 .

Action:           Interim City Solicitor

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

The Strategic Director, Health and Wellbeing will submit Document “N” which summarises the main focus of the District’s new Joint Health and Wellbeing Strategy and its new Economic Strategy. It considers areas of crossover, connection and shared priorities, highlighting potential opportunities for joint working. The priorities of the 2016-2020 District Plan for Bradford and Airedale have informed both strategies.

Recommended-

That the Health and Wellbeing Board members consider how their organisations contribute to the priorities of the Economic Strategy and could help to support and develop synergies between the two strategies.

                                                                        (Sarah Muckle – 01274 432805)

The Strategic Director, Health and Wellbeing submitted Document “N” which summarised the main focus of the District’s new Joint Health and Wellbeing Strategy and its new Economic Strategy. It considered areas of crossover, connection and shared priorities, highlighted potential opportunities for joint working. The priorities of the 2016-2020 District Plan for Bradford and Airedale had informed both strategies.

It was reported that there were clear links and shared priorities and opportunities between the Joint Health and Wellbeing Strategy and the new Economic Strategy. Some of the joint challenges across the strategies included improving wellbeing, tackling poor air quality and improving housing supply and quality.  Links between Public Health and the Place Department’s Planning Teams had been strengthened to ensure that opportunities to improve health and wellbeing were considered in new housing, business and neighbourhood developments.  The work to deliver the Health and Wellbeing Strategy would support the aims of the Economic Strategy.

The Board were informed that the Economic Strategy would help to deliver inclusive and sustainable growth of the economy, supporting entrepreneurship and bringing the better, higher skilled jobs and opportunities that would help to improve people’s standards of living, enabling people to live in better quality housing and to lead healthier lives.

Members were informed that the targets for the Economic Strategy included increasing the value of the district economy by £4billion, getting 20,000 more people into work and 48,000 more people with NVQ3 Level Skills.

Members of the Board commented on the following:

·         A manufacturing event was being held in the Autumn

·         At the centre of the Northern Powerhouse and the UK, Bradford’s economic growth was critical to the wider economic success of the Leeds City Region and the UK.

·         The importance of a positive narrative regarding the economic progress was described; this would require the collation and sharing of good news stories to build momentum amongst stakeholders including businesses and investors.

·         In addition to a compelling narrative the Board noted the importance of data to measure the impact of the collective action inspired by the Economic Strategy.

·         Would like to see statistics on the number of objectives being achieved such as acquiring 48,000 more people with NVQ Level 3 Skills.

·         Up-skilling people in Bradford and retaining talent to work and live in Bradford was important.

·         Health and wellbeing of the workforce was an important consideration.

·         Small businesses were using the apprenticeship levy to up-skill their staff; the levy made training affordable; how could the work in this area be measured?

·         The key elements of the strategy interconnected; up-skilling  people; providing a fantastic place to live; businesses had a big role to play in ensuring people had good incomes; importance of good transport links for people to get to work, transport and digital connectivity was crucial to strengthen the global links and access new markets; importance of telling good news stories of Bradford was crucial to its success.

·         There were synergies between the ambitions of the economic strategy and the workforce needs of the health and care  ...  view the full minutes text for item 32.

The Programme Director of Integration and Change Board will submit Document “O” which outlines proposed changes to the terms of reference of the Health and Wellbeing Board necessitated by changes to the role and remit of the Board in respect of two factors; firstly the focus of the Board on the wider determinants of health and wellbeing; secondly the changes to the governance arrangements of the Bradford District Partnership under which the Health and Wellbeing Board takes additional responsibilities as the senior strategic partnership.

Recommended -

That the proposed changes to the Boards Terms of Reference (as detailed in Document “O”) be agreed and referred to the Governance and Audit Committee. 

                                                            (James Drury – 07970 479491)

The Programme Director of Integration and Change Board  submitted Document “O” which outlined proposed changes to the terms of reference of the Health and Wellbeing Board necessitated by changes to the role and remit of the Board in respect of two factors; firstly the focus of the Board on the wider determinants of health and wellbeing; secondly the changes to the governance arrangements of the Bradford District Partnership under which the Health and Wellbeing Board took additional responsibilities as the senior strategic partnership.

There was a short discussion on the involvement of the private sector and the independent care sector and their contribution to the work of the Board.

Resolved-

(1)       That the proposed changes to the Boards Terms of Reference (as detailed in Document “O”) subject to the Membership being amended to “The Chief Executive of Bradford District Care NHS Foundation Trust” (m) and “One Member from the GP Community” (s).

(2)       That the Boards Terms of Reference be referred to the Governance and Audit Committee to be considered and referred to Council.

(3)       That an Annual Conference be held so that the private sector could have their contribution into the work of the Board. 

Action:           Programme Director ICB/Interim City Solicitor

The Health and Wellbeing Board Chair’s highlight report (Document “P”) summarises business conducted between Board meetings.  April’s report includes Annual Reports of the Bradford Safeguarding Children Board (BSCB) and the Safeguarding Adults Board (SAB), update on progress on Healthy Bradford, update on the Liaison and Diversion project and the Board’s sub-groups.

Recommended-

(1)          That the annual reports of the Bradford Safeguarding Children and Adults Boards be noted.

(2)          That Members note the updates and relevant areas of work being pursued in The Healthy Bradford Plan.

(3)          That the Liaison and Diversion Project Board reporting to this Board as part of its governance arrangements be agreed.

(4)          That the Health and Wellbeing Board note the introduction of the Liaison and Diversion Service into Bradford and identify any key areas of opportunity so that these can be progressed by the project team.

(Pam Bhupal – 01274 431057)

The Health and Wellbeing Board Chair’s highlight report (Document “P”) summarised business conducted between Board meetings.  April’s report included Annual Reports of the Bradford Safeguarding Children Board (BSCB) and the Safeguarding Adults Board (SAB), update on progress on Healthy Bradford, update on the Liaison and Diversion project and the Board’s sub-groups.

It was reported that a review on the safeguarding boards was being undertaken to ensure they were consistent and robust.

Members were informed that the Healthy Bradford Movement work had begun with a design agency to form a single brand to identify and bring together health messaging and to identify health activities to prevent ill health in order to help those with existing conditions care for themselves, this brand would be launched in October 2018.

It was reported that the Liaison and Diversion service sought to engage and assess service users at the point they entered the criminal justice system in order to ensure they were accessing support services and where possible were diverted from the criminal justice system, and prevented from escalating to high cost health and social care interventions and criminal justice system. The service was primarily a prevention service and following assessment would work with service users for up to a 12 week period. NHS England planned to roll out Liaison and Diversion coverage to the entire country over the next 2 years. West Yorkshire Police had agreed to support the identification of appropriate premises for the new team in Trafalgar House.  The service would be staffed by a mix of people employed by different organisations, including third sector partners Bridge, Together Women Projects and Touchstone, healthcare professionals, police officers, and Youth Offending Team Officers.

In response to a Members question it was reported that the Liaison and Diversion Programme would complement the existing Mental Wellbeing Strategy.

A Member stressed that it was important to ensure that the work of the Liaison and Diversion Group did not duplicate work being undertaken by other agencies and that it added value.

It was suggested that the Liaison and Diversion Project Board could report to the Safer and Stronger Partnership Board as part of its governance arrangements.

Members suggested that the Liaison and Diversion Service consider how its work fitted in with the wider Health and Wellbeing Strategy.

Resolved-

(1)          That the annual reports of the Bradford Safeguarding Children and Adults Boards be noted.

(2)          That Members note the updates and relevant areas of work being pursued in The Healthy Bradford Plan.

(3)          That the Health and Wellbeing Board note the introduction of the Liaison and Diversion Service (LDS) and asks the LDS to consider how its work fits in with the wider Health and Wellbeing Strategy.

(4)          That the Liaison and Diversion Project Board reporting to the Safer and Stronger Partnership Board as part of its governance arrangements be agreed.

Action:           Programme Director ICB/Strategic Director Health and Wellbeing

The Chair thanked Bridget Fletcher and Nicola Lees for their participation on the Health and Wellbeing Board.

Councillor Val Slater was thanked for her valuable contribution as the Health and Wellbeing Portfolio and undertaking the role so competently.