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 where staff from across all services could meet, mapping of community assets, as well as measuring improvement, use of KPI’s and the voice of the people.

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

·                The historic reluctance to information sharing was identified but a model being used in another LA was being investigated to see whether it could be used in the Bradford District.

·                The approach needed to be both systematic and in conversations in localities

·                Structure needed that could be recognised

·                A performance framework was needed to assess what was working, making progress and the impact it had

·                Information sharing agreements were not being passed around

·                Churches and VCS organisations wanted to be involved in warm space programmes

·                Inclusion of housing services was also identified as necessary

·                GDPR and future proofing needed addressing

·                A defined pathway was needed so signposting could be done immediately

·                Access to services was still a barrier

·                Differences in information sharing methods

·                How could the system be stress tested?

Officers responded to answer the questions and comments made.

·                Work was underway to co-ordinate referrals with a meeting due to be held

·                In relation to GDPR, there was no issue sharing names and information but discussions about the type of work/intervention etc could not be shared with Councillors

·                Churches/VCS organisations could make contact via Area Offices and/or Wardens to get involved with provision of support and warm spaces.

·                Signposting to be left with the right people to do so holistically with a focus on the individual person and family needs

·                Acknowledgement was needed of the change of approach – not a single body or agency

·                No ‘wrong front door’

·                Badgeless workforce – university graduates wanted to be involved in measuring the impact

·                40% of health issues arose out of inequalities – joined up services/agencies to address locally based issues

·                GDPR needed to be addressed so that agencies can communicate with each other

·                Governance and Legal department to be approached in relation to GDPR issues

·                The structure needed to be created, understood and how to interact with it

Resolved –

That the report and Members’ feedback be noted.

Action: Strategic Director, Health and Wellbeing