The Health and Wellbeing Board Chair’s highlight report Document “H” summaries business conducted between Board meetings. November’s report includes an update on the Health and Social Care Partnership with a focus on the One Workforce programme, a request to sign off the logic models approach, to sign off the District Plan Annual progress report and updates from the Board’s sub- groups (ECB – Executive Commissioning Board and ICB – Integration and Change Board).

Recommended-

(1)       That in relation to One Workforce, the Board notes the progress to

            date. 

(2)       That in relation to JHWS (Joint Health and Wellbeing Strategy) logic model, the Board approves the logic models and the approach set out to monitor the impact of the JHWS.

(3)       That in relation to the District Plan, the Health and Wellbeing Board are asked to note the content of the District Plan progress report and

(4)       That where Health and Wellbeing Board feel that particular areas of work highlighted in the progress report need greater focus or more cross partnership co-ordination, that officers and relevant BDP Partnerships be tasked to take action as appropriate. 

                                                                  (Pam Bhupal – 01274 431057)

The Health and Wellbeing Board Chair’s highlight report Document “H” summarised business conducted between Board meetings. November’s report included an update on the Health and Social Care Partnership with a focus on the One Workforce programme, a request to sign off the logic models approach, to sign off the District Plan Annual progress report and updates from the Board’s sub- groups (ECB – Executive Commissioning Board and ICB – Integration and Change Board).

The following updates were highlighted in relation to the Health and Social Care Partnership – One Workforce:

An Invitation to Tender/specification was advertised in the beginning of November for  a consulting group to:

·      Establish a formal Health and Social Care Economic Partnership Board with agreed scope, structural and governance arrangements as well as the identification of plans and deliverables in the broader region in order that Bradford’s uniqueness in this sector could be recognised and celebrated

·      Develop the One Workforce Academy involving key stakeholders and partners to set out the case for change, identifying critical success factors as well as constraints to the successful development of the Academy

• The successful consulting group would  be identified in December.
• In the New Year their work would commence and would cover an 18 month period of time
• Also in the New Year, Skills House would be beginning to establish their professional presence on the Health and Social Care landscape through training and recruitment working across the District with Partners, Stakeholders, other employers and unemployed people/candidates
• Recruitment of staff to support the One Workforce Programme Director (currently interim) would begin in December so people were in post by the spring.
• Consultancy work would produce communication and engagement plan(s) with the expectation of a One Workforce Launch in 2019.
• Given the amount of work to establish a fit for purpose Academy (scope, negotiation, curriculum design, partner resource implications and demand on the Academy), it was expected to be mid 2020 before the One Workforce Academy was formally opened for business.

The following update was provided in relation to the Joint Health and Wellbeing Strategic Logic Models:

The final logic model was attached at Appendix 1 to the report; an annual outcomes report was in development – this would provide an update on the outcomes that were listed in the strategy, and would be prepared on an annual basis for the Health and Wellbeing Board (HWBB).  A performance framework was also in development; this would be available to the Health and Wellbeing Board on a quarterly basis, and would report on a number of process measures, giving the HWBB assurance that actions and plans were being implemented successfully (Appendix 2 to Document “H”).

A Member queried why some of the data was from 2016 and not more recent and suggested that a quarterly dashboard with an Annual Outcome report would be useful.

The update in relation to the Bradford District Plan annual progress report was highlighted at paragraph 3.3 of the report (Document “H”).

The updates relating to the Executive Commissioning Board and the Integration and Change Board were highlighted at paragraph 3.4 of Document “H”.

Resolved-

(1)       That in relation to One Workforce, the Board notes the progress to date. 

(2)       That in relation to JHWS (Joint Health and Wellbeing Strategy) logic model, the Board approves the logic models and the approach set out to monitor the impact of the JHWS.

(3)       That the District Plan progress report be noted.

Action:           Strategic Director Health and Wellbeing