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 and that Ward plans needed to be formulated.

Not one size fits all.

There should be an organisational response rather than organisation responding.

Resolved –

1. That The Wellbeing Board would offer guidance and support that may help to improve the model and system wide approaches.

2. That The Wellbeing Board considered the benefits of stronger alignment and coterminous working, including shared governance.

3. That The Wellbeing Board identified organisational data leads to help build a single data platform

4. That The Wellbeing Board considered any nominations for a system lead/SRO for Locality Working and encourage staff to participate in the ABCD training (commencing February 2022).

Action: Chief Executive