The Strategic Director, Health and Wellbeing will present Document “B” which provides an update on the progress of the project plan to develop an integrated service for 14-25 year old disabled young people and their families in Bradford.

The Project Board is supported by members from the three local Clinical Commissioning Groups, the Local Authority (Children's and Adult Services), Bradford District Care Foundation Trust,  Airedale NHS Foundation Trust and Bradford Teaching Hospitals NHS Foundation Trust working in partnership to deliver improved outcomes for young people.

Recommended –

That the Committee notes the progress made and the plans for the development of an integrated transition service for young people.

(Fred Bascombe – 01274 431185)

The Service Manager, Disabilities, presented a report (Document “B”) which informed Members of the progress of the project plan to develop an integrated service for 14 – 25 year old disabled young people and their families in Bradford.  He explained that services would have to be joined and it was a complex matter.  It had been agreed that social care would be offered via Adults Services and there was a strong legislative imperative to make the changes.  It was noted that the challenges had been highlighted for a number of years and progress had been made, however, there was more work to be done.  The Service Manager, Disabilities reported that there were strong links with the Transforming Care Programme, though the ethos of the Care Act would not be easy to achieve.  He confirmed that the Service was looking at options and trying to develop more innovative approaches.  In relation to continuing health care, Members were informed that there were two frameworks, one for adults and the other for children.  The Children and Families Act 2014 required the move from statements to Education Health and Care Plans (EHCPs) and a project plan had been developed along with the establishment of a Transition Team, which would provide the opportunity to plan earlier.  The Service Manager, Disabilities stated that issues had been caused by the different systems used and the storage of information in various areas.  He indicated that work to ensure that all the required information could be accessed was still ongoing.  Officers would also need support to be able to understand all the legal requirements when the Teams involved merged. 

The Service Manager, Fostering, addressed Members explaining that the developments in the 14 – 25 year old service presented a unique opportunity to recognise the delivery of a joined up service for the Bradford District.  He acknowledged that there were challenges around developing a personalisation agenda, as it would be difficult for children, however, if the process was correct from the start it would remain so as they progressed into adulthood.

Members then made the following comments:

·         Where was the transition process going wrong?  Issues appeared to arise when young people transferred to Adult Services, which was a crucial point in the process.

·         The impact on young people having to make their own way in life after attending a school should not be underestimated. 

·         People without disabilities had to accept those that did and support needed to be provided at an earlier stage along with accessible information. 

·         Direct payment levels were also low.

·         Help for young people stopped at 18 years and caused issues for them.

·         Who was responsible for the EHCPs?  If there was a greater responsibility, would it place more pressure on the Team?

·         The transition from Children’s to Adult Services was daunting for young people. 

·         What support was offered to existing day services?

·         It would be a major culture change for staff. 

·         Was there anything similar to ‘Viewpoint’ and could it continue to be used ?

·         Were there any mechanisms to support young carers?

·         Would assessments be continuous?

·         Would there be any roadshows?

In response Members were informed that:

·         It was acknowledged that leaving transition issues until a young person was 14 or 16 years old was too late and that the Council needed to plan for the lifetime for disabled children.  They were trying to guide people through the process and young people and their families would benefit from consistency.

·         Consideration of a daytime strategy had been requested and the broadest possible range of options were being investigated.

·         People were reluctant to take control over their payments in case they made a mistake and other options provided support.

·         The development of personal budgets was challenging and critical for 18 to 25 year olds.  It had to be ensured that the budget would work for the person as they grew older.

·         The Council was hoping to support people in the transition from Children’s to Adult Services.

·         A number of Teams were responsible for EHCPs and there was pressure on them to meet targets.  A corporate decision was required as to who would lead on these Plans.

·         Costings had been provided in the appendix and reference had been made to the contract and tendered service with the Home Farm Trust.  They had a range of services and the Council was working with them.  If there was earlier intervention there would be fewer people left at home.  Progress had been made, however, work was still required. 

·         There was a great deal more work to be done with staff in relation to empowerment and plans would be developed as progress was made. 

·         Proposals for funding from NHS England had been submitted regarding the Workforce Development Plan.

·         A service from birth to 25 years was being created and would have two managers and four teams and would work in tandem.

·         The systems currently used by young people would continue and best practice from Children’s Services would be embraced and progressed through their adulthood.

·         Children and their families had not been given adequate consideration in the past and staff would now be asked to work differently in order to build positive relationships.  A Risk Panel was being developed that would consider risk objectively and major changes were being made in processes.

·         Families had many unique circumstances and the change in culture would hopefully address issues.

·         The Service was looking at a whole family approach and solutions for families needed to be unique.

·         Roadshows would be available for members of staff.

Resolved –

(1)          That the progress made, and moves towards cultural change as part of the development of an integrated transition service for young people, be welcomed.

(2)       That a report on the draft Daytime Strategy be presented to the Health and Social Care Overview and Scrutiny Committee by the end of the 2016/17 Municipal year.

(3)          That a further report on the integrated transition service for young people be presented to the Health and Social Care Overview and Scrutiny Committee in 12 months, to include benchmarking information and appropriate indicators to demonstrate progress.

ACTION:       Strategic Director, Health and Wellbeing/ Overview and Scrutiny Lead