The Strategic Director, Health and Wellbeing will submit Document “S” which sets out the rationale, key aims and ambitions for the new vision (Home First) for wellbeing in the Bradford District and the new operating model for the Department of Health and Wellbeing.

The draft vision (Home First) is centred around the belief that where possible, people in the Bradford District who are in receipt of health and social care services should be supported to stay in their own home, so that they can continue to enjoy relationships with their family, friends and be active members of their local community while being able to participate in activities in the wider District.

The report also provides an update on the development process for the new vision and operating model and outlines key next steps for the consultation and approval of the final documents.

Recommended-

(1)          That the Board notes progress made towards the development of the new Home First Vision and the new operating model for the Department of Health and Wellbeing.

(2)          That the approach set out in the vision (Home First) and the new ‘To be’ operating model be endorsed and that respective organisations support the implementation plans.

(Imran Rathore – 01274 431730)

The Strategic Director, Health and Wellbeing submitted Document “S” which set out the rationale, key aims and ambitions for the new vision (Home First) for wellbeing in the Bradford District and the new operating model for the Department of Health and Wellbeing.

The draft vision (Home First) was centred around the belief that where possible, people in the Bradford District who were in receipt of health and social care services should be supported to stay in their own home, so that they could continue to enjoy relationships with their family and friends and be active members of their local community while being able to participate in activities in the wider District.

The report also provided an update on the development process for the new vision and operating model and outlined key next steps for the consultation and approval of the final documents.

The Strategic Director stressed to the Board that it was clear that most people wanted to remain in their own homes, accessing care where necessary. The input of colleagues in the voluntary sector would be essential to the new vision as would ensuring that people did not become isolated. A personalised approach based on wellness and well-being would be key to the operational model.

In response to questions in respect of consultation, she stressed that discussions had been undertaken with many groups but that it was not yet concluded and that, although the Executive would be asked to endorse the overarching approach the model would continue to develop. Her priority was to engage front line staff from the outset.

A representative from the voluntary sector highlighted that there was already some very good practice in existence within the voluntary sector and that should provide a good practical level of input in terms of engaging front line staff.

A Member commented that, in the current financial situation, it was important to look at doing things differently, both for financial reasons and for improvement of service provision. She stressed the good work that was underway in different arenas including moving towards outcome based work instead of time and task based. She also highlighted that there would be an issue of trust with both providers and commissioners needing to understand each others requirements.

Another Member expressed some concern that personal budgets may not meet the true cost of care requirements and that an unintended result of that may be an increase in loneliness and an overreliance on voluntary services.

In response, the Strategic Director accepted that there was such a risk if services continued to be provided in a traditional way, however if resources were concentrated where necessary and a culture of supporting wellbeing was developed, better services would be provided.

The Board also discussed the issue of outward facing discussions with stakeholder groups and the need to balance transparency against topics becoming too complex to progress successfully.

A representative of the voluntary sector noted that the sector could mobilise very quickly if necessary but cautioned that any group of volunteers required a lot of management and that work was usually not funded.

The Chief Executive stated that she considered that the Home First vision was based on strong principles; that it put individuals at the centre of their own care; that it involved a cultural shift in respect of working with people and would require a wider infrastructure. She stressed that in instances where community infrastructure was in place it had already made a real difference.

In response to a question, it was confirmed that hospitals were fully supportive of the vision, especially in terms of workforce development and linking up information.

The Chair concluded the discussion by summing up that there was broad support for the vision amongst Board Members; that there was need for continued consultations with the voluntary sector; that mapping of what was already in place would be important; that the core principle put the individual concerned at the centre of the vision and that considerations such as resourcing, the quality of intervention and workforce development were highly important.

The Strategic Director also added that high quality initial intervention would be a key issue as investing in home care would reduce resources used in hospitals and care homes.   

Resolved-

(1)          That the progress made towards the development of the new Home First Vision and the new operating model for the Department of Health and Wellbeing be noted.

(2)          That the approach set out in the vision (Home First) and the new ‘To be’ operating model be endorsed and that respective organisations support the implementation plans.

ACTION: Strategic Director, Health & Wellbeing