The Strategic Director, Health and Wellbeing will submit Document “N” which outlines the work and focus of the Bradford and Airedale Health and Wellbeing Board in 2016-17, its fourth year of operation.  The Board is the statutory partnership with leadership responsibility for Health and Wellbeing across the local health, care and wellbeing sector.

Recommended –

That Members provide comments on the Annual Report from the Health and Wellbeing Board.

(Sarah Muckle – 01274 432805)

The Leader of Council introduced Document “N” which outlined the work and focus of the Bradford and Airedale Health and Wellbeing Board in 2016-17.  Members were informed that there were many budget pressures in Bradford, however, there needed to be a focus on the quality of life for the people residing in the District.  The Health and Wellbeing Board had many sub groups and the Portfolio Holder, Health and Wellbeing, had undertaken a considerable amount of work on the Healthy Weight Board.  The Leader indicated there had been a great deal of discussion in the media regarding the Better Care Fund and many people within the Social Care sector were poorly paid.  Representatives from the NHS attended the meetings and relationships with partners were very important.

Members then made the following statements:

·         Was the focus of the sub groups in line with that of the Board?

·         The Committee needed to be kept up to date regarding the Better Care Fund.

·         What was being done in relation to a ‘Healthy Bradford’?

·         Bradford was currently ranked second out of 152 Health and Wellbeing Areas. 

·         Vending machines were still present at Eccleshill Pool.

·         What trends and patterns were expected?

·         How did the Board’s vision transfer to planning and new homes for Bradford?

·         The Strategic Disability Partnership had raised concerns in relation to the success of the Bradford Enablement Support Team (BEST) and whether it was working as well as hoped.

·         There was a great deal of confusion in relation to social care and diagnostic care.

In response it was reported that:

·         There were many Boards within the Health sector and bilateral conversations needed to take place.  The Board had taken a strategic approach over the past year, so that other groups could see where they fit in.

·         It was cost effective to undertake an integrated approach and it was about using the same money in a different way.  A specification as to what was required was being compiled.

·         Bradford was very good at doing many things and this needed to be communicated more.  It was performing well with less money against some of the measures.  Details of its achievements and good working practices should be highlighted in the trade press in order to entice people to work here.

·         The Council had been selected to work with Public Health England and Leeds Beckett University in relation to obesity.  The Catering Team in City Hall could become involved by providing healthy options.    

·         The District needed to ensure it had a sustainable workforce.  It was part of the West Yorkshire and Harrogate region and everyone needed to work better together.  If there was more employment, the District would be more affluent and have less illness.  There were also National and Regional issues that had an impact.  Public Health England was looking at obesity, clean air and inclusive growth, which would lead to better jobs for local people.

·         The Council was involved in ‘Design in Public Sector’, which was specifically looking at the Canal Road and City Centre areas.  The Council had also tried to obtain ‘Lifetime Homes’ as a standard in the past.

·         The Council had experienced great difficulty in the Home Care market and the issues would not be resolved within the year, but they would improve.  A new rapid response team had been established and investment had been made in Home Care, which was working.  The Reablement Service needed to focus on those people that genuinely needed assistance.

·         Early intervention and prevention was the best way forward and the whole approach should be dealt with in conjunction with partners.     

Resolved –

That a further report be submitted in July 2018.

ACTION: Consultant in Public Health