Venue: City Hall, Bradford
Contact: Su Booth - 07814 073884
DISCLOSURES OF INTEREST
(Members Code of Conduct - Part 4A of the Constitution)
To receive disclosures of interests from members and co-opted members on matters to be considered at the meeting. The disclosure must include the nature of the interest.
An interest must also be disclosed in the meeting when it becomes apparent to the member during the meeting.
(1) Members may remain in the meeting and take part fully in discussion and voting unless the interest is a disclosable pecuniary interest or an interest which the Member feels would call into question their compliance with the wider principles set out in the Code of Conduct. Disclosable pecuniary interests relate to the Member concerned or their spouse/partner.
(2) Members in arrears of Council Tax by more than two months must not vote in decisions on, or which might affect, budget calculations, and must disclose at the meeting that this restriction applies to them. A failure to comply with these requirements is a criminal offence under section 106 of the Local Government Finance Act 1992.
(3) Members are also welcome to disclose interests which are not disclosable pecuniary interests but which they consider should be made in the interest of clarity.
(4) Officers must disclose interests in accordance with Council Standing Order 44.
No disclosures of interest were made at the commencement of the meeting.
That the minutes of the meeting held on 17 August 2021 be signed as a correct record (previously circulated).
(Su Booth - 07814 073884)
That the minutes of the meeting held on 17 August 2021 be signed as a correct record (previously circulated).
INSPECTION OF REPORTS AND BACKGROUND PAPERS
(Access to Information Procedure Rules – Part 3B of the Constitution)
Reports and background papers for agenda items may be inspected by contacting the person shown after each agenda item. Certain reports and background papers may be restricted.
Any request to remove the restriction on a report or background paper should be made to the relevant Strategic Director or Assistant Director whose name is shown on the front page of the report.
If that request is refused, there is a right of appeal to this meeting.
Please contact the officer shown below in advance of the meeting if you wish to appeal.
(Su Booth – 07814 073884)
There were no appeals submitted by the public to review decisions to restrict documents
The report of the Strategic Director of Health and Wellbeing (Document “G”) sets out a high level overview of the plans for the evolution of our integrated health and care partnership arrangements in Bradford District and Craven, and across the West Yorkshire and Harrogate Health and Care Partnership. These changes address the requirements of the Government’s Health and Care Bill 2021.
That the Wellbeing Board notes the intended place based partnership arrangements, which are proposed by the health and care partnership; and seeks such assurances as may be necessary from the health and care partnership.
(James Drury - 07970 479491)
1. That a letter is drafted and sent to the CEO Lead for West Yorkshire and Harrogate Health and Care Partnership setting out the partnership’s preferred options for transition arrangements, Chairing arrangements and finance/funding and seeking assurances from the CEO with respect to Bradford Districts commitment to tackling inequalities and the delivery of our District Plan.
2. That the Wellbeing Board notes the intended place based partnership arrangements, which are proposed by the health and care partnership; and seeks such assurances as may be necessary from the health and care partnership.
3. That a mapping exercise be undertaken which outlines the links between the Wellbeing Board, regional and national Partnerships is produced and shared.
Action: Chief Officer, Bradford District and Craven CCG/ Programme Director ICP Board
The report of the Strategic Director, Health and Wellbeing (Document “G”) was submitted to the Board to provide an overview of the plans for the evolution of our integrated health and care partnership arrangements in Bradford District and Craven
Changes were being made to comply with the Government’s Health and Care Bill 2021. The Bill proposed that Integrated Care Systems (ICSs) were formally established as statutory bodies and replaced the existing Clinical Commissioning Groups (CCGs) in 2022. The ICS would also take on some additional functions previously undertaken by NHS England and NHS Improvement.
The report provided members with the details of the compilation of the new organisations along with their areas of responsibility and accountability with details of the local proposal.
Timelines for the new statutory bodies included details of recruitment, due diligence planning, the proposed operating model and governance arrangements.
By the end of March 2022 it was intended that recruitment to senior ICS roles would be confirmed, due diligence would be completed and arrangements for staff and property (assets and liabilities, including contracts) be completed. The ICS constitution would be submitted for approval agreement on 2022/23 MOU with NHS England and NHS Improvement.
The intention was that by the start of April 2022 the new ICS NHS body would be established with staff and property transferred and the relevant Boards would be in place.
The details of existing and proposed Governance were provided in documents appended to the main report. Details of how the place based partnerships would develop were also set out in the report for Members information and included management structure and funding details.
The Chair commented that the transition was important and that the arrangement for ICP Members would be eligible to vote was unique arrangement.
She was pleased that Kathy Elliott would be taking over the role of Chair of the ICS and wished her success in the role. The Chair also noted that care would be needed that the model followed was not a medical one as it was about equality with care to be taken in relation to budgets to ensure that the residents of the District continued to receive care.
The representative from the CCG stated that leadership would be ‘place’ based and that the appointment of the Chair would be subject to ICS processes. Roles may rotate but only if was agreed to do so and it would be reviewed. The ICB proposal was for a Non-Executive Chair of the Partnership in Place but this was not supported as some parties wanted an independent Chair.
It was further stated that the link between the ICP and WBB would need to continue to be strong and the Wellbeing Board should continue to be able to advocate for the District at ICS level.
Maintaining the public voice, local authority and VCS within the wide partnership at Place would be the desired aim and outcome as our collective Partnership has operated successfully.
In terms of finance there was no change to the ... view the full minutes text for item 16.
The report of the Chair of the Equalities Group (Document “H”) provides Members with a high-level summary of the proposed projects and ideas generated by the Equalities Group to date. The report also includes an updated recommendation regarding the governance of the Equality Group
1. That the Wellbeing Board consider the recommended projects identified in section 2 of this report.
2. That the Wellbeing Board agree to the proposed updated governance framework for the Equality Group.
(Dermot Bolton - 01274 238440)
1. Plans are developed for the projects outlined in the report (Dcoument “H”) and that these are timed to ensure that they can be factored into organisational budget planning.
2. That the Wellbeing Board consider the recommended projects identified in section 2 of the report (Document “H”).
3. That the Wellbeing Board agree to the proposed updated governance framework for the Equality Group.
Action: Chair of Equalities Group
The report of the Chair of the Equalities Group (Document “H”) was submitted to the Board to inform Members about the proposals from the group which was formed to support the Wellbeing Board to fulfil its commitment to equalities. The group was chaired by Professor Udy Archibong and consisted of EDI professionals from the public, third sectors and business. The group agreed to frame its work around the thematic areas that aligned with the equality objectives of the LA Equality Plan. Four work streams were established to address Leadership, Workforce, Community and Service Delivery and Design. Each was assigned to a Lead who took on the role of steer to sub-groups. Each of the working groups guiding principles consisted of interventions which aimed to be Sustainable, Transformative, Dismantling, Structural and Intersectional.
The definitions for the four groups were analysed and amended and the sub-groups met to produce ideas that would be formed into action plans.
Members were then given an overview of the work and progress for each work stream.
Bradford’s HR Director, Anne Lloyd would take over the leadership workstream and combine this with the work being led by local HRD’s on increasing representation in leadership positions. The main ideas in this area included the creation of cross-sector development opportunities, creation of volunteering opportunities, a review of recruitment and interview processes, a central point for people to find out about development opportunities, establishing a Bradford Leadership Scholarship, coaching and mentoring and to establish some form of Equality charter mark or membership for organisations to sign up to.
The main recommendations for work stream 2 (workforce) included a district wide induction programme, a co-ordinated district wide recruitment campaign/movement and a Positive Action Toolkit would be developed to support employers.
For work stream 3 (community) it was proposed to develop a Diversity Exchange web based portal and a community hub. These would work as a depository for all the work being carried out by all organisations involved.
A Bradford approach to EDI would be set up so that a consistent standard would be adopted by all.
The four proposals would not need a great deal of additional resource and positive Covid recovery provided an opportunity for reflection on dismantling inequalities that existed in the District. We needed to fix system structure and cultures bringing structural equality. Longer term, sustained interventions were the focus as these had previously been short term interventions. There was a need to work on consultations and work with communities of interest.
Members then had the opportunity to ask questions and make comments, the details of which and the responses given are as below:
The Chair noted that we as a district focus on equality, diversity and inclusion, to help us succeed
Clarification of Governance was sought and Officers advised that the only change was the lead on the Leadership work stream.
Names were allocated to the strands and was a strength for service delivery, was it a task and finish scenario as names were put against them? ... view the full minutes text for item 17.
The report of the Director of Human Resources (Document “I”) asks Members of the Board to consider the work delivered on equality, diversity and inclusion to date, the work planned and approve the actions identified for co-delivery across our system to increase diversity in senior leadership over the coming (next 5) years as set out in the appended detailed slide pack (appendix 1).
That Wellbeing Board Members consider the contents of this report and accompanying presentation slide progress update and provide any feedback that they wish to do so to enable us to incorporate this in our ongoing work.
(Anne Lloyd - 01274 437335)
That Wellbeing Board Members consider the contents of the report (Document “I”) and accompanying presentation slide progress update and provide any feedback that they wish to do so to enable us to incorporate this in our ongoing work.
Action: Director, Human Resources
The report of the Director of Human Resources (Document “I”) was submitted to the Board Members to provide an update on the work to increase the diversity of Senior Leadership as part of a composite 5 year plan. The report summarised the role that public sector organisations were taking to embed EDI which would enable diversity in Senior Leadership roles, promoting public sector careers.
The background of the report acknowledged that there was a commitment to inclusivity but that public sector organisations were not where they wished to be in terms of inclusivity and that rates of under representation varied.
The report provided information on the work that had already been carried out to address the issue of EDI in Senior Leadership roles
The previous report which was submitted to the Board on 15 June 2021 set out the context, vision, achievements to date, a baseline of data, the actions, shared outcomes and the next steps in order to realise the ambition and recommended that Wellbeing Board Members approved the actions identified for delivery in the report:
An action plan with timelines, was included in the current report to inform Members of what would be carried out along with the desired outcomes. Some were fairly imminently due with longer term actions on a timeline of 1 to 4 years for completion.
It was advised that the EDI post that was agreed in June 2021 would be jointly funded and plans were in place to focus on BAME representation beyond two years. Current baseline data was shared with Members and the names of some exemplar companies such as Accenure, Diageo and Thomson Reuters were specified with EDI being at the heart of all of the organisations named.
The Chair asked about the status of the post as there was a need to complete the recruitment. She further stated that she was pleased with the statistics presented as progress in these areas continued to be made. It was acknowledged that some organizations worked to national and/or regional targets and had different models for progression. The Chair queried if there was an opportunity for the District to develop its own targets. Details of the forthcoming EDI event would also be shared as per the Chair’s request.
The representative from WY Fire and Rescue reflected on the traditional entry methods into the fire service and reaffirmed the commitment of the service to coaching and direct entry.
The WY Police representative stated that mentoring was a really important tool and the organization was keen to support this. The role of leadership was important but reasonable adjustments for those of an Asian or Jewish background for example was a barrier.
One Member raised the issue of barriers for women of colour and how could more from the voluntary sector be given the opportunity to progress. How could this be supported? In response, it was advised that it was important to support VCS and was already a focus with flexibility key as organisations involved varied. Some supported ... view the full minutes text for item 18.