The Bradford and Airedale Health and Wellbeing Board is the statutory partnership with leadership responsibility for health and wellbeing across the local health, care and wellbeing sector.  The Strategic Director of Health and Wellbeing will submit Document “K” which highlights the work undertaken by the Board.

Recommended –

That the Committee note and comment on the report (Document “K”).

(Pam Bhupal – 01274 431057)

The Strategic Director of Health and Wellbeing submitted Document “K” which highlighted the work undertaken by the Bradford and Airedale Health and Wellbeing Board.  The report explained that the board was the statutory partnership with leadership responsibility for health and wellbeing across the local health, care and wellbeing sector. 

Details of a refresh of the Terms of Reference to the Board with additional members co-opted to enable a focus on the wider determinants of health and to support alignment between the strategic delivery partnership were included in the report.

The Leader of Council addressed the meeting and reported a number of achievements since a similar report had been presented to Members last year.

·         The relationship between the board and other bodies and additional responsibilities including overseeing the development and delivery of the outcomes within the Bradford District Plan 2016-2020 via the Districts strategic delivery partnerships, were explained.

·         A summary of the Integration and Change Board was provided and included a refresh of the place based plan “Happy Healthy and at Home; System Development events including events to build a shared culture and promote integration and innovation and a Care Quality Commission (CQC) review together with the subsequent creation of a CQC action plan were reported. 

·         The review of Happy Healthy and at Home had concluded that, although there was much work to be done to ensure people received the care they needed to stay in their homes, relationships were good.

Members were reminded that the Health and Wellbeing Board had recently endorsed the Memorandum of Understanding which would allow increased involvement in the decision making process within the West Yorkshire and Harrogate Integrated Care System (ICS). 

The new Joint Health and Wellbeing Strategy (JHWS) was discussed and a set of logic models, created to measure the success of the strategy were reported. It was explained that there were four outcomes within the logic model and an assigned Public Health Consultant to each outcome. 

The work to integrate the Primary Care homes model and the Early help, prevention and Localities working together to create a stronger partnership between the Local Authority and services provided by the Board member organisations was reported.  It was explained that Council Members had received the draft profiles for their Primary Care Home locality and an awareness session would take place in November which would help specific areas of need to be targeted.

A successful bid to the Leeds City Region Business Rates Pool to fund the “One Workforce” programme to increase skill levels and employment for local residents, whilst also addressing capacity and competency needs of the local health and care sector, was reported.  The necessity to attract more people to work in the Health and Social Care Sector was stressed.

In response to the Leader’s presentation a number of issues were raised including:-

·         Concerns had been expressed by disabled people that the development of Community Partnerships could result in the consolidation of fewer access points making it harder for them to access primary care.

·         As there were reduced resources there could be the temptation for surgeries to deliver what they considered to be the best use of their budgets and not necessarily what was in the best interests of patients. 

·         The physical and mental health of patients should be considered.

In response Members were advised that:-

·         The development of Community Partnerships was to provide better services and would bring people together to listen to their concerns and consider the best use of resources.  The initiative aimed to make the budget go further and was not about making cuts. 

·         All Elected Members had been invited to become involved in the Community Partnerships to represent their constituents.  Those Members could ensure that the partnerships were addressing need and not just delivering the interests of health professionals.

·         It was questioned if Patient Participation Groups were involved in the Community Partnerships and it was explained that some but not all had been engaged.

·         It was acknowledged that both the physical and mental health of patients should be considered in the development of Community Partnerships.  Local politicians knew their areas and were best placed to ensure that people became involved in their local partnerships.  Members had been requested to participate and advise of any groups they felt should also be involved.

·         The level of scrutiny of Health and Wellbeing was discussed and it was accepted that the Committee could and did scrutinise individual health issues.

The success of the Keep it Out Programme in the City Ward was discussed and a Member suggested that a closer relationship be developed with H M Revenue and Customs to target Illegal tobacco.  A Member explained that people in the community were aware of illegal activity but were scared to report those issues.  It was felt that if a relationship was developed between the customs service and trading standards residents would have more confidence to report perpetrators.    In response it was explained that there were measures being undertaken by the police which were not evident to the public but it was acknowledged that residents should be encouraged to come forward. 

The Better Health Better Lives report appended to Document “K” revealed that the Bradford Beating Diabetes (BBD) programme had identified over 1,000 new diabetics within its first year.  A co-opted Member questioned if participants would be monitored and if those figures would be collated to promote the positivity of the programme.  In response it was explained that diabetes was a major concern and always treated as a priority.  The Leader of Council agreed to provide additional information on the programme.

The effectiveness of Information Technology in identifying mental health services was discussed and it was agreed that early intervention in that issue could be enhanced through improvements to search engines.

Appended to Document K”” was the rationale and outcomes of the draft logic models for the Joint Health and Wellbeing Strategy.  The models had been developed to track the progress from strategies and plans, and actions undertaken as part of those plans, to monitor those actions and to measure the outcomes.  A co-opted Member expressed concern that the Mental Health Concordat was not included in those outcomes.  It was agreed that the concordat should be included in every strategy and subsequent evaluation and it was agreed to check why it was not referenced in the outcomes reported.

Resolved –

That the report be noted and the Strategic Director, Health and Wellbeing, be requested to provide a further report in 12 months time.

ACTION: Strategic Director, Health and Wellbeing