Venue: Committee Room 1 - City Hall, Bradford. View directions
Contact: Fatima Butt - 01274 432227
DISCLOSURES OF INTEREST
(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.
(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.
No disclosures of interest were received.
That the minutes of the meeting held on 13 November 2018 be signed as a correct record (previously circulated).
(Fatima Butt – 01274 432227)
That the minutes of the meeting held on 13 November 2018 be signed as a correct record.
INSPECTION OF REPORTS AND BACKGROUND PAPERS
(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.
(Fatima Butt - 01274 432227)
There were no appeals submitted by the public to review decisions to restrict documents.
Board Members were informed that Clive Kay the Chief Executive of Bradford Teaching Hospitals NHS Foundation Trust would be leaving the Trust and had gained employment with Kings College London. He was complimented for what the Trust had achieved and wished him well for the future.
It was reported that in the interim John Holden would represent Bradford Teaching Hospitals NHS Foundation Trust at the Bradford and Airedale Health and Wellbeing Board Meetings.
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)
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.
The Interim Strategic Director, Children’s Services will submit Document “I” which provides an update on the steps the Council is taking in response to OFSTED’s inspection of Bradford’s Children’s Services.
(1) That the actions taken in response to OFSTED inspection findings be noted.
(2) That the plans to establish the Improvement Board be noted.
(Jenny Cryer – 01274 432438)
The Interim Strategic Director, Children’s Services submitted Document “I” which provided an update on the steps the Council was taking in response to OFSTED’s inspection of Bradford’s Children’s Services.
The Board was informed that:
· An Improvement Board had been set up and an Improvement Advisor appointed.
· In the final stages of the draft Improvement Plan which would be submitted to OFSTED next week after the Improvement Board had considered it.
· OFSTED would do a monitoring visit every 6 months.
· The next Front Door Inspection visit would be on 6 March.
· There was a significant demand for the service; 8% increase in Children’s Statutory Service which puts pressure on the service, it was unclear when that would level off.
· Auditing 1700 cases for children who were Child Protection and Child in Need and undertaking corrective actions where required.
· Putting in place an additional Head of Service for the Front Door and MASH to strengthen leadership capacity; the Interim Strategic Director, Children’s Services chaired the MASH Strategic Group.
· Discussions taking place regarding localities and a crucial piece of work was taking place regarding that.
· The Doncaster Peer Review noted the commitment of staff; disappointed they saw similar issues as OFSTED such as consent and threshold; looking at the structure of when a person first comes into contact with the service.
· Positive things were taking place with the teaching partnership at the University; Teaching Partnership to put in place additional training for social workers and managers starting in January 2019.
The Police representative reported that the CSE historic team moved out of MASH but officers were still working together and fully engaged with making changes to improve the service in Bradford.
The Chief Executive of Bradford Council reported that Bradford had strong partnership working; grateful for the Police in making the changes; the result of the changes would take time; a new chairman of Children’s Safeguarding Board was being recruited and would like to see the Board play a more prominent role; a new Children’s Services Director was also being appointed.
The Bradford City, Bradford Districts and Airedale, Wharfedale and Craven Clinical Commissioning Groups representative emphasised that each organisation appointed a representative on the Improvement Board; the Terms of Reference relating to the Membership of the Improvement Board needed updating.
A representative from Bradford University reported that it was working with the Council and its future workforce in relation to Social Workers; the university was doing everything it could to enhance their resilience and give employees a good career in Bradford; Social workers had a difficult job and needed to be provided with the support they need; a lot of work needed to be undertaken on how Social Workers were supported.
It was reported that there was a lot of work taking place in relation to retention; needed an update on the work of One Workforce and the Integrated Workforce Programme Board.
Board Members emphasised that there was a clear intention in the Mental Wellbeing Strategy to looking after the mental wellbeing of ... view the full minutes text for item 28.
The Government published its Integrated Communities Strategy Green Paper on 14th March 2018 as a response to the Dame Louise Casey Review. Responsibility for the strategy sits with the Minister for Housing, Communities and Local Government (MHCLG). The strategy outlined a series of key challenges across the themes of: Strengthening leadership; Supporting recent migrants and resident communities; education and young people; Boosting English language; Places and communities; Increasing economic opportunity; Rights and freedoms.
The Strategic Director, Place will submit Document “J” which reports on the Stronger Communities Strategy and Delivery Plan, produced by the Bradford Stronger Communities Partnership which is a local response to the Government’s Green Paper.
That the work carried out in the development of the Bradford Stronger Communities Strategy and Delivery Plan by the Stronger Communities Partnership be noted.
Niazi – 01274 436082)
It was reported that an independent ‘Stronger Communities Partnership’ Chaired by Bishop Toby Howarth, Bishop of Bradford had been formed to develop Bradford’s Stronger Communities strategy and a delivery plan for the district. The Partnership comprised a wide network of individuals and organisations from across Bradford district with a track record of working on cohesion and integration initiatives. This was supported by a smaller ‘Steering Group’ comprised from the wider Partnership to ‘drive’ work on the strategy.
Board Members were informed that the Portfolio Holder for Neighbourhoods and Community Safety and the Executive Assistant were represented on both the Partnership and Steering Group.
It was reported that the Government published its Integrated Communities Strategy Green Paper on 14th March 2018 as a response to the Dame Louise Casey Review. Responsibility for the strategy sat with the Minister for Housing, Communities and Local Government (MHCLG). The strategy outlined a series of key challenges across the themes of: Strengthening leadership; Supporting recent migrants and resident communities; education and young people; Boosting English language; Places and communities; Increasing economic opportunity; Rights and freedoms.
Members were informed that over the course of the Spring and Summer the Bradford Stronger Communities Partnership developed a local response to the Government’s Green Paper. A Bradford ‘Stronger Communities Strategy and Delivery Plan’ was submitted to MHCLG on the 29th August 2018.
It was reported that the Government had asked for a local strategy but Bradford had gone beyond that in that it was a five year strategy which linked with the District Wide vision and the Health and Wellbeing Board.
Members were informed that:
· Consultation was carried out with district residents through three ‘whole day’ events that took place at City Park, Keighley Town Centre and Shipley Town Centre . Individual meetings with specific interest groups also took place and young people were both consulted and involved in the engagement process through the Youth Service.
Over 630 people were engaged in the three events and
accompanying workshops, many giving over an hour and a half of
their time to share their thoughts. A copy of the Executive Summary
of the engagement report is attached as appendix B to the
· New governance arrangements were being developed to formalise the ‘Partnership Board’ and the decision making processes. A copy of the draft terms of reference for the planned governance was attached as appendix C to the report.
· MHCLG (Ministry of Housing, Communities and Local Government) had committed financial support to the five ‘Integrated Communities Pilot Areas’. Bradford Partnership’s submission, through the local ‘delivery Plan’ sought funding of £4.9 million towards delivering a range of projects. MHCLG had allocated £1,187,101 for year one expenditure. A decision on the residual funding for year two will be announced in January 2019. Funding from MHCLG needed to be committed by 31st March 2020.
· Commissioning activity had to be held back until the amount of funding was known.
· The activities were being informed by a lot of data and good practice ... view the full minutes text for item 29.
The Health and Wellbeing Board Chair’s highlight report Document “K” summarises business conducted between Board meetings. January’s report brings the Living Well for longer update and updates from the Board’s sub groups (ECB – Executive Commissioning Board and ICB – Integration and Change Board).
That the information in the report (Document “K”) be noted.
(Pam Bhupal – 01274 431057)
The Health and Wellbeing Board Chair’s highlight report Document “K” summarised business conducted between Board meetings. January’s report brought the Living Well for longer update and updates from the Board’s sub groups (ECB – Executive Commissioning Board and ICB – Integration and Change Board).
It was reported that in relation to Living Well for Longer the latest available data (2015-17) showed:
· that life expectancy for people in Bradford District was increasing, after previously showing signs of improvements starting to level off.
· Life expectancy at birth for a male born in the District is now 77.7 years, and for a female born in the District life expectancy was now 81.6 years. These were both the highest figures recorded for the District. Life expectancy remained below the average for England and the region for both males and females, however because improvements had been larger in Bradford the gap between Bradford and England/Y&H had narrowed slightly in 2015-17.
· Life expectancy was not a short term measure of health and wellbeing; changes occurred over many years. However, the small increase observed in the District compared well compared to other parts of the region where only a small number of local authorities had seen an increase in life expectancy.
· Recently published data on healthy life expectancy showed a less positive picture. Healthy life expectancy had fallen for both males and females. In 2015-17 healthy life expectancy at birth in males fell to 60.4 years in Bradford District. This was the lowest value recorded and remained below the average for England (63.4 years). For females, healthy life expectancy at birth fell to 59.0 years in 2015-17. As with males, this was the lowest value recorded and remained below the average for England (63.8 years).
It was reported that some caution was, however, needed when interpreting the data on healthy life expectancy; the data, in part, drew on self reported health status from the Annual Population Survey, and so year on year variation was expected. Once this variation had been accounted for there had been no significant change in healthy life expectancy over recent years. This, however, in itself is an important finding, as a key outcome for the District is to increase the number of years a person can expect to live in good health.
Members were informed that because healthy life expectancy had not improved and life expectancy had increased, this meant that although people could expect to live longer, they were likely to spend more years in poor health.
It was reported that in
relation to the Executive Commissioning Board update the work on Autism would be provided to Senior
In relation to the Integration and Change Board (ICB)
· It met on 21st December. The Board focused on Population Health Management, development of local partnership and delivery arrangements through the two Health and Care Partnerships, and business planning. Additionally progress was made in relation to business continuity planning related to Brexit, programme alignment and ensuring all relevant ... view the full minutes text for item 30.