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.

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.

There were no disclosures received for matters under consideration.

Recommended –

That the minutes of the meeting held on 14 June 2022 be signed as a correct record (previously circulated).

(Su Booth – 07814 073884)

Resolved –

That the minutes of the meeting on 14 June 2022 be held 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. 

(Su Booth – 07814 073884)

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

The report of the Strategic Director, Health and Wellbeing (Document “D”) will be submitted to the Board to provide Members and Partners with an opportunity to see how the early help and prevention agenda is developing in our localities, with all key partners now inputting resources to work together across six local footprints, including Craven.

Recommended –

That the report be noted and Members provide feedback

(Iain MacBeath – 01274 432990)

The report of the Strategic Director, Health and Wellbeing (Document “D”) was submitted to the Board to allow partners to see how the early help and prevention agenda was developing in localities as all key partners were inputting resources to work across the District.  These were divided in line with MP constituencies and contained approximately 90,000 – 110,000 residents.

Work was now underway to allow public sector, voluntary and community organisations to work together to dedicate resources in each locality to support families in need, join up thinking and collaboration and design projects and services to address local issues.

Officers shared a powerpoint presentation with Members to show how partnerships were able to start working at individual level and provide ‘wrap-around’ services to avoid bureaucracy and enable local decision making.  This would ‘cement’ what provision already existed.  The design and delivery extended level by level from the individual through to Place consisting of the Bradford District and Craven Health and Care Partnership Planning and Prioritisation with details of the resources and personnel in each level.

Focus was shifted to integrated teams at community level to work in conjunction with Locality Plans to address the needs of each community.  A 4-part model of population health aligned around communities was presented with a summary of each provided for Members’ information.  A Core20 plus 5 approach (an NHS national approach) was introduced aimed at reducing healthcare inequalities.  The definition of core 20 related to the most deprived 20% of the national population as identified by the index of multiple deprivation. The ‘Plus’ being the ICS chosen population groups who experienced poorer than average health care access, experience or outcome who may not have been captured as part of core20 only.  The ‘5’ in the title referred to key clinical areas of health inequalities (maternity care, severe mental illness, chronic respiratory disease, early cancer diagnosis and hypertension case-finding).

The presentation also included details of the ambitions of the Reducing Inequalities Alliance with its’ key measures and the Localities Teams and All Age Panels.  Officers were also able to provide an example of how collaborative working was already put into action with a case study from West Yorkshire Police which showed the benefits of intervention and assistance leading to a reduction in calls for assistance from 28 to zero.  The challenges facing collaborative, cross agency working resulted from GDPR and the guidance on how and what information could and should be shared and how it could be used.  Information sharing agreements would need looked into as relevant and proportionate information was permitted to be shared.  Officers also provided an example where a mosque was used to support local residents with assistance to obtain funding and link up with partners to make it more than a place of worship.  Barbers shops were also community assets that could engage with the local community with upskilling to help those in community assets to support and help.

Some of the next steps included work commissioned to identify office spaces  ...  view the full minutes text for item 10.

The report of the Strategic Director, Health and Wellbeing (Document “E”) will be submitted to the Board and presents the Bradford District’s Anti-Poverty Strategy 2022-2027 and the actions being taken to support our communities through the cost of living crisis.

Recommended –

1.          That the Board adopts the Bradford District Anti-Poverty Strategy 2022-27 including any updated comments received from the Board.

2.          That the Board endorses the approach to the cost of living crisis set out in the Anti-Poverty Strategy and provides comments.

(Iain MacBeath – 01274 432990)

The report of the Strategic Director, Health and Wellbeing (Document “E”) was presented to the Board to update Members on the Bradford District Anti-Poverty Strategy 2022-2027 with the actions taken to support communities through the cost of living crisis.

The strategy aimed to address the new poverty landscape and protect the most vulnerable and poorest communities through the crisis and provide people with the pathways out of poverty over the longer term and help prevent people falling into poverty.

Resolved –

1.          That the Bradford District Anti-Poverty Strategy 2022-27 including any updated comments received from the Board, be adopted.

2.          That the approach to the cost of living crisis set out in the Anti-Poverty Strategy be endorsed by the Board.

Action: Strategic Director, Health and Wellbeing

The report of the Assistant Director, Place (Document “F”) will be submitted to the Board and sets out the proposed arrangements for improving governance systems, partnerships and accountability across Bradford district to create and sustain Stronger Communities.

Recommended –

1.   That the proposed governance arrangements be adopted for the Stronger Communities Board as one of the family of strategic Partnerships for Bradford District.

(Mahmood Mohammed – 07582 100303)

The new Governance structure of the Stronger Communities Partnership Board contained in the report (Document “F”) was submitted for ratification and to receive any input and comments by Members.

The proposed new structure was previously submitted to the Stronger Communities Board in June 2022 and this report contained details of consultations and their associated timelines and reflected the findings of the working group that was made up of board and resident members.

Officers briefed Members and stated that a change had been made to the Governance model.  Five Area Chairs would sit on the Board and the stronger representation of the Voluntary Sector would strengthen their work. A film was made showing the diverse and in-depth work carried out over the 4-year period which could be circulated to Members.

There were no questions from Members in relation to the content of the report.

Resolved –

That the proposed governance arrangements be adopted for the Stronger Communities Board as one of the family of strategic Partnerships for Bradford District.

Action: Assistant Director, Place