i.        Councillor Ahmed disclosed, in the interest of transparency, that she was a Member of the Foster Panel and that she was the Council’s Dementia Champion (Minute 32).

    ii.        Susan Crowe disclosed, in the interest of transparency, that she had a relative who worked for one of the CCGs under discussion and that she was employed by a company which received commissions from the CCG and Department of Health and Wellbeing (Minute 31).

   iii.        G Sam Samociuk disclosed, in the interest of transparency, that he was a Member of the People’s Board which had worked in the CCG (Minute 31).

   iv.        Trevor Ramsay disclosed, in the interest of transparency, that he was a member of Healthwatch which scrutinised the NHS (Minute 31).

(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. 

(Jane Lythgow - 01274 432270)

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

Any referrals that have been made to this Committee up to and including the date of publication of this agenda will be reported at the meeting.

There were no referrals made to the Committee.

Previous reference: Minute 51 (2017/2018)

The Strategic Director of Health and Wellbeing will submit Document “L” which provides an update on the work taking place to re-think the Department’s approach to daytime activities.

Recommended –

(i)            That the contents of the report (Document “L”)  be noted.

(ii)          That the overall direction of travel of Reimagining Days be supported.

(iii)         That the option for the Council to support apprenticeships for people with a learning disability and take a more active part in Project Search be considered.

(Julie Robinson-Joyce – 01274 434143)

The Strategic Director of Health and Wellbeing submitted Document “L” which provided an update on the work taking place to re-think the Department’s approach to daytime activities.

The background to the report revealed that a report on Reimagining Days was presented to the Committee in December 2017 and, at the request of Members made at that time, Document “L” provided an update to that report.

The update reminded Members that Community Led Support, part of the overall departmental transformation work, was a  model for social work which was about working collaboratively with communities to redesign services that worked for everyone, that evolved and were continually refined based on learning.  Reimagining Days was an area of work which would rethink the aspirations for the people who were supported, explore new partnerships with communities, think about how funding was most effectively used, plan new services and alternative types of support and reflect on what actually worked.

A light touch grant process had been undertaken and concluded by 31^st March 2018. The experience of that project led to the belief that a procurement process would not lead to the provision of grass roots community projects that were needed in line with the Community Led Support approach the department was developing and with the appropriate approvals the service had proceeded with a grants process.

Included in the report were a number of initiatives to support the changes being developed including Project Search.  This was a pre-employment programme initially based at Bradford Teaching Hospitals NHS Foundation Trust, but now working with other employers, which helped young people with learning disabilities gain the skills they needed to obtain meaningful paid jobs. 

It was explained that seven apprentices with learning disabilities had been successfully appointed by the Council based  in Britannia House and  it was stressed that there were real opportunities to promote access to apprenticeships for young people with learning disabilities through the Council taking a more prominent role within Project Search. 

Members were also advised that the Gig Buddies contract had been awarded to MENCAP.  The contract, which matched adults with a learning disability to a volunteer with similar interests to go to events together, helped support people to get involved in community activities with friends rather than with paid support.  It was explained that whilst there was still a high dependency on traditional services there was a move to get people involved in the community.  Work had been undertaken to develop other options for people and it was hoped to develop that relationship further as new music and theatre venues were developed in Bradford.  Contact had also been made with organisations such as the Science and Media Museum and Kala Sangam to work more closely with people in the district. 

Following the presentation of Document “L” a non voting co-opted Member, representing the Strategic Disability Partnership, endorsed the testament  contained in the report that for many people with disabilities involvement in work and the community was what made for a good life.  She  ...  view the full minutes text for item 29.

The Bradford and Airedale Health and Wellbeing Board is the statutory partnership with leadership responsibility for health and wellbeing across the local health, care and wellbeing sector.  The Strategic Director of Health and Wellbeing will submit Document “K” which highlights the work undertaken by the Board.

Recommended –

That the Committee note and comment on the report (Document “K”).

(Pam Bhupal – 01274 431057)

The Strategic Director of Health and Wellbeing submitted Document “K” which highlighted the work undertaken by the Bradford and Airedale Health and Wellbeing Board.  The report explained that the board was the statutory partnership with leadership responsibility for health and wellbeing across the local health, care and wellbeing sector. 

Details of a refresh of the Terms of Reference to the Board with additional members co-opted to enable a focus on the wider determinants of health and to support alignment between the strategic delivery partnership were included in the report.

The Leader of Council addressed the meeting and reported a number of achievements since a similar report had been presented to Members last year.

·         The relationship between the board and other bodies and additional responsibilities including overseeing the development and delivery of the outcomes within the Bradford District Plan 2016-2020 via the Districts strategic delivery partnerships, were explained.

·         A summary of the Integration and Change Board was provided and included a refresh of the place based plan “Happy Healthy and at Home; System Development events including events to build a shared culture and promote integration and innovation and a Care Quality Commission (CQC) review together with the subsequent creation of a CQC action plan were reported. 

·         The review of Happy Healthy and at Home had concluded that, although there was much work to be done to ensure people received the care they needed to stay in their homes, relationships were good.

Members were reminded that the Health and Wellbeing Board had recently endorsed the Memorandum of Understanding which would allow increased involvement in the decision making process within the West Yorkshire and Harrogate Integrated Care System (ICS). 

The new Joint Health and Wellbeing Strategy (JHWS) was discussed and a set of logic models, created to measure the success of the strategy were reported. It was explained that there were four outcomes within the logic model and an assigned Public Health Consultant to each outcome. 

The work to integrate the Primary Care homes model and the Early help, prevention and Localities working together to create a stronger partnership between the Local Authority and services provided by the Board member organisations was reported.  It was explained that Council Members had received the draft profiles for their Primary Care Home locality and an awareness session would take place in November which would help specific areas of need to be targeted.

A successful bid to the Leeds City Region Business Rates Pool to fund the “One Workforce” programme to increase skill levels and employment for local residents, whilst also addressing capacity and competency needs of the local health and care sector, was reported.  The necessity to attract more people to work in the Health and Social Care Sector was stressed.

In response to the Leader’s presentation a number of issues were raised including:-

·         Concerns had been expressed by disabled people that the development of Community Partnerships could result in the consolidation of fewer access points making it harder for them to access primary care.

·         As  ...  view the full minutes text for item 30.

The Bradford City, Bradford Districts and Airedale and Wharfedale and Craven Clinical Commissioning Groups will submit Document “M” which presents performance against the NHS England Clinical Commissioning Group Improvement and Assessment Framework for 2017/18.

Recommended –

That the report (Document “M”) be noted.

(Michelle Turner/Julie Lawreniuk – 01274 237796/237642)

The Bradford City, Bradford Districts and Airedale and Wharfedale and Craven Clinical Commissioning Groups submitted Document “M” which presented performance against the NHS England Clinical Commissioning Group Improvement and Assessment Framework for 2017/18.for Bradford City (BCCCG), Bradford Districts (BDCCG) and Airedale, Wharfedale and Craven (AWCCCG) Clinical Commissioning Groups.

The background to the report informed Members that the  Clinical commissioning groups (CCGs) were clinically-led statutory NHS bodies responsible for planning, buying (commissioning) and monitoring health care services in the local area. Commissioning was about getting the best possible health outcomes for the local population, by assessing local health needs, deciding priorities and strategies, and then buying services on behalf of the population from a range of organisations including hospitals, clinics and community health bodies. CCGs were responsible for the health of their entire population and their performance was measured by how much they improve outcomes.

It was explained that NHS England had a statutory duty (under the Health and Social Care Act 2012) to conduct an annual assessment of every CCG. The CCG Improvement and Assessment Framework (IAF) drew together the NHS Constitution, performance and finance metrics and transformational challenges and played an important part in the delivery of the NHS Five Year Forward View.  An overview of CCG IAF performance was presented at Appendix 1 to Document “M”.

A co-opted Member, whilst welcoming the report and the vast amount of information, expressed concern that the volume of information made it less easy to read and valuable information could be concealed.  It was felt that comparisons with national trends could portray that although the area compared favourably with other areas performance may still, not necessarily, be good.    Whilst representing disabled people she stressed the need for those people to be treated with respect and that such reports should track the level of progress made. 

It was acknowledged that the report format had been transformed over a number of years and the quantity of information was welcomed.  It was agreed that the co-opted Member be included in future report planning sessions. 

The Document “M” reported the financial challenge and Quality, Innovation, Productivity and Prevention (QIPP) programme to ensure that the NHS ensured that each pound spent brought maximum benefits and quality of care to the public.  A table outlining the QIPP plan for 2018/2019 for all three CCGs was included in Document “M”.   

It was questioned if all referrals to psychiatric services were assessed against the same criteria.  It was explained that referrals were all informed by GP questionnaires and recovery rates were also measured in an identical manner.  There were, however, different rates of recovery. 

A belief that there was a lack of communication between GPs regarding patients who had been referred to other districts for treatment was expressed. 

A Member queried how NHS England priority areas were defined.  It was reported that NHS England would assess the data in the annual reports each year and review every few years.  The CCG analysed data against a number of outcomes to determine  ...  view the full minutes text for item 31.

The Strategic Director of Health and Wellbeing will submit Document “N” which sets out a summary of performance within Adult Social Care and how performance reporting and business intelligence processes are being improved.

Members are invited to comment on the report.

(Paul Swallow– 01274 435230)

The Strategic Director of Health and Wellbeing submitted Document “N” which set out a summary of performance within Adult Social Care and how performance reporting and business intelligence processes were being improved.

Document “N” provided an overview of the Department of Health and Wellbeing’s performance across the Adult Social Care Outcomes Framework (ASCOF) in 2017/18, as well as an updated position on the NHS-Social Care Interface Dashboard.

The report also provided an up to date position of the work taking place across six key areas including four transformation programmes within Adult Social Care.

Document “N” revealed that a revised Performance and Business Intelligence framework was being implemented in Adult Social Care.

Performance Clinics had been launched, which focused around six key areas, four of which were current transformation programmes. The first of those clinics took place on 10^th September. The clinics would  increase accountability and provide a platform for the leadership group to act as a critical friend to the lead officers providing both challenge and support. At each clinic a performance paper would  be written for key areas to be discussed, focusing on performance information from ASCOF and local management information, what work was currently happening to drive improvement and what else needed to happen in the future as well as identify issues with finance and any data development needs. Key performance indicators linked to each of these key areas would be agreed and tracked and discussed on an exceptions basis. Narrative from the performance papers was included at appendices A-F to Document “N”. The six key areas were reported as:-

·         Delayed Transfers Of Care,

·         Safeguarding and Deprivation of Liberty Safeguards (DOLS),

·         Front Door,

·         Effective Community Support,

·         Long Term Support,

·         Learning disabilities

Members questioned the overall response rates to the questionnaire and were advised that this was generally 30%.  The Department of  Health worked with the University of Western England to determine accurate comparator rates.  There were 2,534 surveys despatched with 663 completed surveys returned to give a response rate of 26%.  The survey would be conducted again in February 2019.  

Members questioned the ambition to improve the Delayed Transfer of Care performance and were advised that case files and staff surveys were analysed to ensure that patients received the appropriate care on discharge.  The Strategic Director, Health and Wellbeing, believed this could be a topic which Members would be interested to discuss in the future.

In response to discussions about safeguarding referrals it was explained  that officers in the Multi Agency Safeguarding Hub would discuss all referrals and agree the appropriate response required.

Following discussions about the measures contained in the ASCOF analysis it was explained that in some cases a high score was positive whilst in some instances a low score was good.  An explanation was provided in the first column of that table. 

A co-opted Member raised concern about lack of awareness about funding options available to disabled people. 

The presentation concluded with a demonstration of newly developed business intelligence reports, developed using Microsoft Power  ...  view the full minutes text for item 32.

The Overview and Scrutiny lead will present the Committee’s Work Programme 2018/19 (Document “O”).

Recommended –

That the information in Appendix A of Document “O” be noted.

(Caroline Coombes – 01274 432313)

The Overview and Scrutiny lead presented the Committee’s Work Programme 2018/19 (Document “O”).

Members were advised of a joint meeting to be held with the Children’s Services Overview and Scrutiny Committee on 5 February 2019.  The meeting would consider Young People’s Mental Health.

Respiratory Health would be a future topic for discussion and a separate agenda item on cancer, to include lung cancer, would be arranged.

The Deputy Chair advised Members of the final dementia workshop of the municipal year being held on 9 October 2018 and details of that event would be forwarded to Members.

Resolved –

That the information contained in Appendix A to Document “O” be noted.

ACTION: Overview and Scrutiny Lead