(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 must consider their interests, and act according to the following:

(2)       Disclosable pecuniary interests relate to the Member concerned or their spouse/partner.

(3)       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. 

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

No declarations of interest were received.

Recommended –

That the minutes of the meeting held on 28 February 2023 be signed as a correct record (previously circulated).

(Asad Shah – 01274 432280)

That the minutes of the meeting held on 28 February 2023 be signed as a correct record.

(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 – 07814 073884)

There were no appeals submitted to review decisions to restrict documents.

The report of the Better Care Fund of Bradford Metropolitan District Council (Document “A”) informs the Health and Wellbeing Board on the end of year position and spend for BCF 2022-23.  It also provides assurance that the Better Care Fund Plan has met the National Policies and requirements for 2022/23.

Recommended –

The Health and Wellbeing Board to note the receipt of the BCF 2022-23 year-end report.

Javeid Karim – 01274 431685

The report of the Better Care Fund of Bradford Metropolitan District Council (Document “A”) informed the Health and Wellbeing Board on the end of year position and spend for BCF 2022-23.  It also provided assurance that the Better Care Fund Plan had met the National Policies and requirements for 2022/23.

It was explained that the quarterly reports on the BCF had been submitted to monitor performance against the national conditions and metrics. Q4 was required to be signed off by the Health and Wellbeing Board and summarised performance in 22/23.  

The Adult Social Care Discharge fund was announced in September 2022 and an additional £5.67m was pooled in to the BCF 22/23. Reports were submitted Fortnightly to the BCF national team which identified; the number of hospital discharges by service, the total packages of care booked and a supporting narrative to highlight the progress made through the funding. These reports are collated by the BCF team but goes directly to the Department of Health and Social Care.

Resolved –

That the Better Care Fund 2022-23 year-end report be noted.

The Better Care Fund will submit a report (Document “B”) that informs the Health and Wellbeing Board of how the Better Care Fund is being used for 2023-25 and seek approval of its contents. It will also provide assurance that the Better Care Fund Plan is compliant with the National Policy and Planning requirement for 2023-25.

Recommended –

(1)       Bradford District’s BCF submission for 2023-25 to be noted and approved by the Health and Wellbeing Board. 

(2)       Delegate authority to the chair to sign off the BCF 23-25 plans after the recommendations from the BCF assurance panel have been actioned.

Javeid Karim – 01274 431685

The Better Care Fund submitted a report (Document “B”) that informed the Health and Wellbeing Board of how the Better Care Fund would be used for 2023-25 and sought approval of its content. The Board was assured that BCF Plan was compliant with the National Policy and Planning framework for 2023-25.

It was summarised that this year’s Better Care Fund (BCF) was 2-year plan (2023-25), and included changes to the national conditions and the key metrics. Draft plans (planning template and narrative) were to be submitted to the BCF locality team on 28th June 2023.

The BCF was a jointly agreed plan between local health and social care commissioners, signed off by the Health & Wellbeing Board (HWB), which implemented the 2 BCF policy objectives whilst maintaining the NHS contribution to adult social care (in line with the uplift to NHS minimum contribution), and investment in NHS commissioned out of hospital services. The approach this year had been to take a much timelier and Partnership based approach, this has resulted in the detailed plans attached.

The two core policy objectives were, enabling people to stay well, safe and independent at home for longer; and providing the right care, at the right place, at the right time.

All funding contributions for our BCF had been agreed by HWB areas and minimum contributions were pooled in a Section 75 agreement (as detailed in the NHS Act 2006). The NHS contribution to social care from the Integrated Care Board (Bradford District & Craven) ICB is agreed and meets or exceeds the minimum expectation.

Discussions focused on how wider issues impact those who are most vulnerable such as fuel and food poverty and how individuals can be supported where they are impacted by these issues and it was agreed that funding that has been made available to tackled such issues would be utilised more widely to support individuals.

The discussion concluded with the Board approving the BCF plans.

Resolved –

(1)       That the Bradford District’s Better Care Fund submission for 2023-25 be approved. 

(2)       Delegate authority to the chair to sign off the BCF 23-25 plans after the recommendations from the BCF assurance panel have been actioned.

ACTION: Support & Integration Manager

The report of the Chief Executive of Bradford Council (Document “C”) presents the District Plan Annual Report for consideration by the Health and Wellbeing Board. The report is an annual review of progress to deliver the Bradford District Plan 2021-2025. The Board is asked to review, amend (if appropriate) and agree the overall content of the report and future focus.

Recommended –

Members are asked to review the report attached, provide comments, and  discuss the commitment sought for future focus for the Wellbeing Board and the member organisations.

Ruth Davison – 01274 437437

The report of the Chief Executive of Bradford Council (Document “C”) presented the District Plan Annual Report for consideration by the Health and Wellbeing Board. The report was an annual review of progress of the delivery of the Bradford District Plan 2021-2025. The Board as asked to review, amend (if appropriate) and agree the overall content of the report and future focus.

Following the ongoing impacts of the Covid pandemic, Bradford had faced new global challenges including war in Ukraine, massive increases in energy prices and rising inflation that have combined to create a Cost of Living Crisis. The report highlighted that despite ongoing challenges, the potential of Bradford District remained positive and reference is made in particular to plans that were well underway for a spectacular year as UK City of Culture in 2025, which would bring new jobs, opportunities and experiences to create a lasting legacy rooted in the unique heritage and character of our diverse communities.  The report was underpinned by the principles of tackling inequalities and giving everyone fair opportunities to achieve their potential. As well as the principles set out in the Sustainable Development Goals that underpin the five outcomes of the District Plan.

It was acknowledged that the that lack of highly skilled professionals in the District was a major issue and in order to resolve this, a collaborative approach was being taken i.e. through various fellowship and training programmes.  More work had to be undertaken to support the NHS, including further investment by NHS England.

The Deputy Medical Director explained that professionals had a responsibility to share what was learned during Covid. Of course, there was the anticipation of cuts and the detrimental impact on services as a result, however it was paramount that to have a system in place that would balance responsibility and accountability.

In regard to inequality, the Leader expressed her concerns of disproportionality and that this issue had to be addressed directly with the government. A further progress report is expected in the next year.

It was agreed that Will Richardson, the Chair of the Employment and Skills Board should be invited to become a member of the Wellbeing Board.

Resolved –

Members are asked to review the report attached, provide comments, and discuss the commitment sought for future focus for the Wellbeing Board and the member organisations.

ACTION: Head of Policy & Performance

The report of the Strategic Director Place and Director of Public Health (Document “D”) presents a summary of the newly developed Physical Activity Strategy for Bradford District and makes recommendations to the Wellbeing Board.

Recommended –

The board members are asked to adopt the strategy as detailed in appendix 1 of this report.

Zuby Hamard/Rose Dunlop - (01274) 432671

The report of the Strategic Director Place and Director of Public Health (Document “D”) presented a summary of the newly developed Physical Activity Strategy for Bradford District and makes recommendations to the Wellbeing Board.

The Districts physical activity strategy had been developed and included a number of strategic priorities including the development and improvement of green spaces across the District. There were some groups, such as young females from south Asian communities who undertook less physical activity than other groups and this was likely to have a subsequent impact on their wellbeing.

Innovative initiatives had taken place to tackle some of these inequalities such as co-designing and developing green spaces.  The Board commented that there was a need to ensure that there was connectivity between the Physical Activity strategy and other place based strategies such as the CYP strategy. The Leader of the Opposition and other Political Members stated that there was a need to ensure that priority groups such as Children and Young People who were looked after had their needs addressed through this strategy and delivery plans as they too were likely to experience inequalities when accessing green spaces and physical activities. Members were assured that plans would include the needs of looked after young people and children and would address these needs. The work was being led by the Active Bradford Board in conjunction with the Public Health Team and it was agreed that national funding would be sought where there were opportunities to expand this work.

Resolved –

(1)    That the Bradford Physical Activity Strategy 2023 – 2028 be adopted.

(2)    That further work to ensure that the Physical Activity strategy is integrated across our place based strategies in particular the CYP strategy and looked after children's strategies.

(3)    That statistics be released and consideration given to how this can support funding/external bids to extend and expand the work of Active Bradford.

LEAD: Strategic Direct, Place / Director of Public Health

The report of the Director of Public Health (Document “E”) presents a summary of the new Bradford district co-produced ‘Good Food’ strategy and makes recommendations to the Health and Wellbeing Board.

Recommended –

(1)       The board members are asked to adopt the strategy as detailed in appendix 1 of this report.

(2)       Recommendations on how board members can support the delivery of the strategy:

(3)       Senior level commitment to embed the key outcomes of the food strategy into policy as an enabler, meeting multiple outcomes

(4)       For members to advocate for the strategy at every opportunity, and to understand the breadth and depth of the strategy which intersects across multiple health and wellbeing outcomes, and multiple outcomes of the district plan.

(5)       Share and discuss this strategy with colleagues. Members of the Sustainable Food Partnership are available to present on the strategy at relevant committees.

(6)       Support staff capacity to collaborate across the system to deliver a co-ordinated.

Rose Dunlop/ Tim Howells – 07834 062144

The report of the Director of Public Health (Document “E”) presented a summary of the new Bradford district co-produced ‘Good Food’ strategy and made recommendations to the Health and Wellbeing Board.

It was explained that the development of the strategy has been led by Public Health alongside a broad multi-stakeholder group of partners from across the district.  The strategy had gone through a substantial co-production process. As well as the engagement of stakeholders and organisations from across the public, private and voluntary sector, it has also had input from over 1,000 residents.  The strategy would report on progress to the Living Well steering group and the District’s Health and Wellbeing Board. Its implementation and direction was set through the new ‘Sustainable Food Partnership’ which was a diverse mix of 45 partners and stakeholders from across the district. The report also made recommendations to the Health and Wellbeing Board members to help advocate and further embed the strategy and its outcomes across the district.

A detailed presentation included the acknowledgement that inequalities existed in how people accessed good healthy food with the description of ‘food deserts’ being present in areas across the District as well as the availability of cheap, ultra processed food. Work was being undertaken with food providers and growers to tackle these issues as well as mobile food sellers who go into communities to sell fresh produce.

It was also noted by the CEO of the Children’s Trust that some people and families who have come into contact with services experience issues with a lack of cooking skills and also a lack of usable equipment such as microwaves and cookers. There were funds available through the anti-poverty workstreams to support residents to access white goods under certain circumstances however, the issue around cooking skills was a little more complicated. Work was being done through schools and family centres to address some of these issues but due to the high costs associated, this was not in the form of a universal offer of free cooking classes.

The Board agreed the strategy and;

Resolved –

(1)      That the Bradford Good Food Strategy be adopted.

(2)      That during the implementation of the Bradford Good Food Strategy, that the Bradford and Airedale Wellbeing Board members support the delivery of the strategy by:

·         A senior level commitment to embed the key outcomes of the food strategy into policy as an enabler, meeting multiple outcomes;

·         To advocate for the strategy at every opportunity and to understand the breadth and depth of the strategy which intersects across multiple health and wellbeing outcomes, and multiple outcomes of the district plan;

·         Share and discuss this strategy with colleagues;

·         That Members of the Sustainable Food Partnership be available to present on the strategy at relevant committees;

·         Support staff capacity to collaborate across the system to deliver co-ordinated and targeted projects

ACTION: Director of Public Health

The report of the Strategic Director, Children’s Services (Document “F”)presents the updated Bradford District Children and Young People’s Strategy for board review and approval. It sets out how the partnerships that support the health, wellbeing and development of babies, children and young people will work together to improve outcomes for Bradford District’s children and their families.

Recommended –

(1)       Adopt the Children and Young People’s Strategy 2023-2025 including any updated comments received from the Board.

(2)       Agrees an implementation approach which includes the Bradford Children and Families Trust as a delivery partner for the strategy, and overseen by the Children, Young People’s and Families Executive.

Kate Welsh - 07811 503285

The report of the Strategic Director, Children’s Services (Document “F”)presented the updated Bradford District Children and Young People’s Strategy for board review and approval. It set out how the partnerships that supported the health, wellbeing and development of babies, children and young people would work together to improve outcomes for Bradford District’s children and their families.

The strategy was previously shared with the Board and at the time, it was requested that further consultation took place with stakeholders. This had now taken place and an updated strategy and delivery plan was presented to the Board.

The Chief Superintend Bradford District, West Yorkshire Police welcomed the strategy and stated that it was a well-informed action delivery plan.

Resolved –

(1)       That the Bradford District Children and Young People’s Strategy 2023-2025 be adopted.

(2)       Agrees an implementation approach which includes the Bradford Children and Families Trust as a delivery partner for the strategy, and overseen by the Children, Young People’s and Families Executive.

ACTION: Strategic Director of Children’s Services

This item will consider the updated risk register for the Wellbeing Board to take into consideration work undertaken by the Board to reduce or mitigate risk and to bring forward new risks that have emerged from the work of the board This item is for discussion, if appropriate amendment and approval of the risk register.

(Ruth Davison – 01274 437437

The Wellbeing Board risk register was presented to the Board, further discussions would take place regarding the content of the risk register and the Board accepted that refinement was required on the wording of risk RO13. The risk log would be bi-annually updated and formally presented to the Board.

No resolution was passed on this item.