Previous references:           Executive, Minute 60 (2016/2017)

                                                Council, Minute 114 (2015/2016)

The Strategic Director of Health and Wellbeing will submit Document “X” which provides information on the initial draft savings proposals which are currently under public consultation and were presented to Executive on the 6^th December 2016 and the consequential implications of those proposals on the Health and Wellbeing Services. The report also reminds the Committee of the savings that were agreed as part of the 2016/17 budget proposals approved by Council in February 2016.

Recommended –

(1)       That the Committee notes and provides feedback on the Executive’s draft proposals for 2017-18 and 18-19 as summarised in Document “X”.

(2)       That the Committee also provides feedback and comment on any of the Executives other draft proposals for 2017 -18 and 18-19, which may have an implication on the health and wellbeing of residents within Bradford District.

(Wendy Wilkinson – 01274 434163)

Previous references:           Executive, Minute 60 (2016/2017)

                                                Council, Minute 114 (2015/2016)

The Strategic Director of Health and Wellbeing submitted Document “X” which provided information on the initial draft savings proposals which were under public consultation and were presented to Executive on 6 December 2016 and the consequential implications of those proposals on Health and Wellbeing Services. The report also reminded the Committee of the savings that were agreed as part of the 2016/17 budget proposals approved by Council in February 2016.

During presentation of the report, it was clarified that the total savings and proposed savings over the two financial years (2017/18 and 2018/19) for Health and Wellbeing amounted to £32m; this included all the savings proposed for Adult and Community Services, Public Health and Environmental Health.  It was emphasised that ways of working would need to change.  Members were assured that where other local authorities had changed the way they delivered services, budget savings of 20-25% had been realised with better outcomes being achieved.

Members were informed that a Vision for the department was being produced and discussions were taking place with staff about how they could work together better, particularly around early help, intervention and the use of enabling technologies.  It was emphasised that changing the culture of social work staff was crucial in driving the Vision forward as well as investment in good homecare and technology.  There was on-going commitment to undertake open discussions with staff about how changes could be implemented.  The Strategic Director of Health and Wellbeing suggested it would be useful for Members to receive a report on the Vision for a more detailed discussion.

The Chair stated that, as corporate carers, Members had a responsibility to ensure people received a good service.  She thanked the Strategic Director of Health and Wellbeing for the assurances provided.

A Member stated that the Strategic Disability Partnership had welcomed being consulted from the start of the process when considering the department’s Vision and that the knowledge provided to service users from it had made them feel more confident about the changes ahead.

In response to a Member’s question about how individualised care could be more cost effective it was stated that there was evidence showing a direct correlation between providing more personalised support and cost-effectiveness. 

It was explained that, in moving away from a  ‘blame’ culture, a  Risk Panel would be introduced.  This would enable a process to be in place to provide support to staff in taking risks that were assessed as worth taking.

A Member raised concerns of the lack of qualifications required to work in the health care sector and the need for additional training for home care workers in caring for the elderly.  In response, it was stated that the Care Quality Commission specified the qualifications required, however the induction process, training and regular supervisions of care workers were important.  Members were informed that Bradford was leading on a piece of work to establish a care concordat for the West Yorkshire region.

Resolved –

That the Vision for the Department of Health and Wellbeing be presented to this Committee prior to its submission to the Executive.

ACTION: Strategic Director of Health and Wellbeing