No disclosures of interest were received.

Recommended –

That the minutes of the meeting held on 26 October 2021 be signed as a correct record (previously circulated).

(Su Booth – 07814 073884)

Resolved –

That the minutes of the meeting held on 26 October 2021 be signed as a correct record (previously circulated).

Action: City Solicitor

(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. 

(Su Booth – 07814 073884)

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

The report of the Chief Executive (Document “J”) will be submitted to the Board to inform Members of the ambitious programme of activity for Bradford District, through the lens of three central pillars

1.    Laying the foundations for success

2.    Improving our capabilities in emerging technologies

3.    Lifting our ambitions on digital growth

Recommended –

1.     That the Board notes the Strategy, provide feedback on themes, gaps, activities.

2.     That the Board endorses and support its aim and objectives

3.     That the Board is the ultimate Strategy Board and receive annual reports to the Wellbeing Board on progress of the implementation of the Digital strategy based on the outcomes of the delivery plan.

4.     That the Board encourages and support stakeholder collaboration and co-ordination in the relevant activities set out in the strategy roadmap and be a focal point to ensure all dots are connected.

5.     That the Board supports the formal launch of the strategy in June to be confirmed

6.     That the Board commits to contributing to a future stakeholder visioning session on the Smart Place vision for Bradford District.

(Paul Wilson – 07812 490703)

The report of the Chief Executive (Document “J”) was submitted to the Board to provide Members with details of the programme of activity for the Bradford District to transition it into an area with upgraded, smart technologies to improve the lives of local residents and to support the District’s clean growth ambitions.

The report provided a summary and further details of the three central pillars of the programme:

·         Laying the foundations for success

·         Improving our capabilities in emerging technologies

·         Lifting our Ambitions on digital growth

The strategy would support the District Plan and Economic and Clean Growth ambitions and included a range of collaborative initiatives that would support the delivery of Bradford District becoming one of the UK’s smart cities and leading digital economies.

Initiatives ranged from those already underway, pipeline projects with planned investments to those that required a collective ambition, collaboration with partners and business case led strategic investment in funding and commitment.

The documents provided in the appendices gave a comprehensive account of additional context and details under the main three pillars and the programme being delivered by 2027. The report identified five work streams that included a programme of activity and roadmap that set out how the overall aims would be achieved.  The workstreams are summarised below.

·         Connected and Smart District

·         Data-Driven Decision Making

·         Low Carbon Infrastructure

·         Digital Economy

·         Digital inclusion

The report appendices contained suggested recommendations for the Board and details of the next steps.

Members were then given the opportunity to comment and ask questions, the details of which and the responses received, are as below.

·                The difference it would make was encapsulated with adequate connectivity across the District (especially rural areas)

·                Local manufacturing businesses – would need to adopt new technology – automated/AI which would provide resilience in the District’s economy

·                Members provided positive feedback on the overall aim and ambitions of the strategy and were keen to engage and understand how the programme would support the District’s communications and businesses to gain advantage over its competitors

·                A Member asked if it would be possible for the District to host data centres and the benefits and impact of these to help the digital economy

·         Officers responded that this needed further consideration and detailed discussion in a future meeting to better understand the environmental impact of physical data centres. The strategy was due to be planned over the following months.

·                The district possessed huge data assets which needed to be harnessed and utilised in a coherent way, a place based approach where we collectively maximise opportunities was supported by the Board.

·         Individually, organisation data leads had been engaged and although there were some areas of overlap, the datasets themselves were complex and work was being undertaken to ensure that there was alignment.

·                The Chief Executive suggested that there was a likely need for the development of Stakeholder Board to feed back to the Wellbeing Board

·         Some mapping work needed to be undertaken to understand how many people were digitally excluded.

·                The representative from VCS  ...  view the full minutes text for item 22.

The report of the Chief Executive (Document “K”) sets out the updated vision, definition and design principles for the locality working approach.

The Wellbeing Board collectively agreed to develop an all age locality working model in 2019-20, the aim being to “upstream” intervention and place an increased focus on prevention and early help to support the wellbeing of citizens across the District, the onset of the pandemic delayed this work as agencies initiated emergency response protocols to respond to the pandemic.

Recommended –

1. That The Wellbeing Board offers guidance and support that may help to improve the model and system wide approaches.
2. That The Wellbeing Board considers the benefits of stronger alignment and coterminous working, including shared governance.
3. That The Wellbeing Board identifies organisational data leads to help build a single data platform
4. That The Wellbeing Board considers any nominations for staff to participate in the ABCD training (commencing February 2022).

(Ian Day - 01274 433507)

The report of the Chief Executive (Document “K”) was submitted to the Board to provide members with an update on the vision, definition and design principles for the locality working approach following the collective agreements to develop an all age locality working model 2019-20.  The aim was to ‘upstream’ intervention and increase the focus on prevention and early help to support citizens’ wellbeing.  The work was delayed due to the onset of the pandemic and the emergency response that arose as a result.

The presentation gave details and context on the vision for locality working and defined the project in terms of prevention and early help to support the aim of citizens enjoying a long, healthy and full life.  It also included the definition of prevention and early help, dependencies and delivery through the locality plan.  The expected project impact was presented under 4 headings – Financial Impact, Improved Outcomes, Organisational Resilience and Social Justice.  This document also included next steps and recommendations to the Board.

Officers further stated that a more developed paper would be circulated showing the whole family approach.  It was important to understand what was important to communities – in order to conform with GDPR, the correct data protocols needed to be in place that were efficient and avoided duplication.  An account was provided that demonstrated how incidents could be de-escalated following a referral from the Police.  Details of how the steering group worked together to find a longer term solution for the person in question.  Training was being developed and new broader relationships formed.  There was an opportunity to align or combine processes/information to reduce the risk of duplication and fatigue around community conversations.

Members were then given the opportunity to comment and ask questions, the details of which and the responses given are as below:

·         There was an opportunity to revisit some alignment issues and an SRO should be in place for this programme

Trauma – There were some key learning points the impact of childhood trauma for which there would be training and further virtual conferences were planned

·         Members commented that those in CAMHS system were 11 times more likely to be in the criminal justice system – the West Yorkshire Police representative stated that there were plans in place to address this issue and fully supported the ambition of a joint approach to prevention and early help

·         Members requested that the faith community be included in the development of plans as they already supported some residents but acknowledged the variation in capabilities

·         The VCS Member agreed that the VCS sector needed to have a strategic mission conversation to align with the ambitions around prevention and Early Help

·         Iain MacBeath and Robert Mccoubrey were both nominated as Joint SRO’s for this programme.

·         There were also a number of single comments made as below:

Whether what was important to the community was understood.

Some further clarity on the processes required to make this happen with an acknowledgement that plans needed to be locality based  ...  view the full minutes text for item 23.

The report of the Partnership Development Director (Document “L”) will be submitted to the Board to provide details of the implementation of the place-based health and care partnership arrangements for Bradford District and Craven, which were presented to the Board in October 2021. These changes are part of the West Yorkshire Integrated Care System and address the requirements of the Health and Care Bill 2021.

Recommended –

That the Wellbeing Board notes the changes being implemented the local Health and Care Partnership.

(James Drury - 07970 479491)

ICP Development - Progress on a place based approach to Health and Care Partnership Arrangements.

The report of the Partnership Development Director (Document “L”) was submitted to the Board to provide Members with the details of the implementation of the place-based health and care partnership arrangements for Bradford District and Craven, which were presented to the Board in October 2021.

The changes being implemented addressed the requirements of the health and Care Bill 2021 and the report gave members a summary of the updated governance, leadership and delivery arrangements.

The report appendix detailed what was changing and the reasons for the changes required.  Integrated Care Systems existed to achieve four aims

·         Improve outcomes in population health and healthcare

·         Tackle inequalities in outcomes, experience and access

·         Enhance productivity and value for money

·         Help the NHS support broader social and economic development

The West Yorkshire Health and Care Partnership aimed to join up health and care services, improve people’s health and wellbeing and reduce health inequalities.  The Integrated Care Systems (ICS) created as part of the Health and Care Bill consisted of the NHS, Councils, Healthwatch and voluntary, community and social enterprise sector (VCSE) and would bring those partners together.

The new structure would include an Integrated Care Partnership.  This group would include representation from a wide cross section of public and voluntary sector organizations and would agree the West Yorkshire integrated care strategy, The Integrated Care Board (ICB), a new statutory organisation, responsible for leading NHS integration, would be accountable for its expenditure and performance.  Place based partnerships would continue in their key role of improving health and wellbeing across the District.

The constitution of the ICB would allow decisions to be made as close as possible to local communities.  It would decide how NHS resource was allocated and will be led by an independent Chair.  The presentation also included a large amount of information to inform Members regarding the Partnership Governance Arrangements with next steps which included a Readiness Audit.

Officers presented the Governance and proposed structure, explaining the Governance proposal and how it would take over some functions from the CCG.  An overview was provided to Members regarding the existing Boards and those proposed as well as leadership and delivery arrangements.

To ensure transparency, the Chair of the new ICB Board would be independent of any other health organization in West Yorkshire, would also comprise of 3 other independent members, Members with views from a number of health, education and community organizations plus the ICB Chief Executive, Clinical Director, Director of Finance and Director of Nursing.

Members were then given the opportunity to comment and ask questions, the details of which and the responses given, are as below.

·                The Chair of the Wellbeing Board requested that Councillors be involved as they represent our citizens

·                The priorities for Bradford District needed to be set by the Wellbeing Board

·                Conversations around how commissioning arrangements would work are already underway and in the process of being developed.

·      Officers proposed the possibility of  ...  view the full minutes text for item 24.

The report of the Health and Wellbeing Board Chair (Document “M”) will be submitted to the Board and summaries key business conducted between Board meetings. February’s report includes an update on the District’s Better Care Fund submission.

Recommended –

That the District’s BCF submission be noted and approved by the Wellbeing Board.

(Sadia Hussain – 07929 024881)

The report of the Health and Wellbeing Board Chair (Document “M”) was submitted to the Board and summarised key business conducted between Board meetings.  An update on the Better Care Fund submission was also included in the February report.

Resolved –

That the BCF submission be noted and approved

Action: The Chair