Agenda, decisions and minutes

Bradford and Airedale Wellbeing Board - Tuesday, 17th August, 2021 10.00 am

Venue: the Banqueting Hall - City Hall, Bradford. View directions

Contact: Fatima Butt - 01274 432227 

Items
No. Item

7.

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.

 

Notes:

 

(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.

 

Minutes:

Councillor Hinchliffe disclosed a non-pecuniary interest in the item relating to Cultural Place Partnership (Minute 12) as the Chair of the Cultural Place Partnership. 

 

Kersten England, Bradford Council Chief Executive and Shirley Cogdon, Vice Chancellor, Bradford University disclosed a non-pecuniary interest in the item relating to Cultural Place Partnership (Minute 12) as members of the Cultural Place Partnership. 

 

ACTION: City Solicitor

 

8.

MINUTES

Recommended –

 

That the minutes of the meeting held on 15 June 2021 be signed as a correct record (previously circulated).

 

(Fatima Butt – 01274 432227)

Minutes:

Resolved –

 

That the minutes of the meeting held on 15 June 2021 be signed as a correct record.

 

ACTION: City Solicitor

9.

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. 

 

(Fatima Butt - 01274 432227)

 

Minutes:

There were no appeals submitted by the public to review decisions to restrict documents.

 

10.

THE DISTRICT PLAN pdf icon PDF 367 KB

The Director of Public Health will submit Document “D” which reports on the District plan – the plan builds upon the Wellbeing Boards ambition and priorities for the District in pursuit of the economic, social and environmental wellbeing of the local population. The plan comprises of five clear outcomes for the District, these are:

 

·         Children have the best start in life

·         Residents achieve good health and wellbeing

·         Sustainable economic growth and decent work for all

·         Safe, sustainable and inclusive communities

·         Action at all levels to address climate and environmental change

The Wellbeing Board will be the lead Partnership for the Plan and is therefore asked to ratify the content of the District Plan before it is published.

 

Recommended -

 

That the Wellbeing Board endorses the content of the District Plan (Appendix A to Document “D”).

 

                                                                        (Angela Hutton – 01274 431000)

 

 

Decision:

 

Resolved -

 

That the content of the District Plan (Appendix A to Document “D”) be endorsed.

 

ACTION: Director of Public Health

 

Minutes:

The Director of Public Health submitted Document “D” which reported on the District plan. The plan built upon the Wellbeing Boards ambition and priorities for the District in pursuit of the economic, social and environmental wellbeing of the local population. The plan comprised of five clear outcomes for the District, these were:

 

·         Children have the best start in life

·         Residents achieve good health and wellbeing

·         Sustainable economic growth and decent work for all

·         Safe, sustainable and inclusive communities

·         Action at all levels to address climate and environmental change

The Wellbeing Board would be the lead Partnership for the Plan and was therefore asked to ratify the content of the District Plan before it was published.

 

The District Plan was used by all partners as a basis for funding bids to Government. It was noted that the co-ordinating group would produce a performance review for the Wellbeing Board.

 

Board members commented as follows:

 

·         It is positive to see the plan taking shape and the Board agreed that the design copy looks good.

 

·         The Board requested that we provide further detail on performance measures for the plan, these have previously been discussed at the development session in July 2021. The Board also requested a paper to review the performance of the previous plan.

·         The plan will be hosted online and will include live links with information on performance indicators, priorities and the strategic delivery partnerships. 

·         Updates to the Board will be provided via the Wellbeing Executive group and the first update is scheduled for July 2022.

·         The Board agreed that the plan could form the basis of the discussions with external stakeholders on key issues affecting the District such as the District spending review submission, hospital investments and the levelling up fund.

·         Board members also highlighted that there is some urgency to the delivery the plan in a post Covid context and therefore delivery plans to support the ambitions of the district needed to be updated to reflect our new reality.

·         Reference was made to the strategies and plans that lay behind the District Plan such as Better Strat Bradford which related to the school readiness priority

 

·         Reference was made to the Levelling Up Fund and the need to ensure that any funding was directed into communities.

 

·         Reference was made to the Better Births initiative and the national expectation that more women would have access to personalised care, pre conception support, and baby toddler and child support targeted at communities in most need.

 

·         The Board reflected on its role in the delivery of the district plan and board members highlighted the importance of strategic delivery partnerships in the success of this plan.

·         The Board was pleased to see that the plan included sustainable development and clean growth goals and also emphasised the need for early intervention and prevention alongside this.

 

 

Resolved -

 

That the content of the District Plan (Appendix A to Document “D”) be endorsed.

 

ACTION: Director of Public Health

 

11.

BETTER LIVES, BRIGHTER FUTURE pdf icon PDF 75 KB

The Strategic Director, Health and Wellbeing will submit Document “E” which includes a presentation that provides a summary of the challenges and responses that mental health services across the Bradford District and Craven have faced following the Covid-19 pandemic.

 

The impact of the pandemic is still being realised and is being discussed at both a national and local level however, the national lockdown(s) and the associated economic and social impacts of these have had a noticeable influence on the mental health and wellbeing of parts of our population. In this presentation, we will focus on three key areas and local responses to these:

 

·         Comparative spend on adult’s mental health services

·         Demand for adult mental health services

·         The positive impact of the Healthy Minds Initiative in providing a single point of information and accessibility to mental health services and early intervention support for those that live in the Bradford District and Craven.

 

Alongside this, the presentation discusses national legislative changes.

 

                                                                        (Iain MacBeath – 01274 432900)

 

Additional documents:

Decision:

 

Resolved

 

That the cost of meeting the forecast demand for mental health services is calculated and taken into account in budget setting.

 

ACTION: Strategic Director Health and Wellbeing

Minutes:

The Strategic Director, Health and Wellbeing submitted Document “E” which included a presentation that provided a summary of the challenges and responses that mental health services across the Bradford District and Craven had faced following the Covid-19 pandemic. An updated presentation was circulated at the meeting.

 

The impact of the pandemic was still being realised and was being discussed at both a national and local level however, the national lockdown(s) and the associated economic and social impacts of these had a noticeable influence on the mental health and wellbeing of parts of our population. The presentation focused on three key areas and local responses to these:

 

·         Comparative spend on adult’s mental health services

·         Demand for adult mental health services

·         The positive impact of the Healthy Minds Initiative in providing a single point of information and accessibility to mental health services and early intervention support for those that live in the Bradford District and Craven.

 

Alongside this, the presentation discussed national legislative changes. An updated version of the Document ‘E’ was provided for the Board and will be reflected on the Health and Wellbeing Board website.

 

Board members commented as follows:

 

  • The presentation highlighted the range of services through the healthy minds programme and the complexity of funding for mental health services.

 

  • Board members discussed increase in demand and the strain on preventative services such as third sector organisations. One of the biggest issues is the lack of specially trained staff and this is a national issue as well as local one.

 

·         There was potential to link the Individual Placement and Support (IPS) programme with other schemes such as Skills House.

 

·         It was recognised that the Voluntary and Community Sector (VCS) was at the forefront in terms of prevention and that there was a need to work with them to build capacity.  It was noted that one of the biggest challenges was around workforce issues.

 

·         It was recognised that there is a need to work with VCS on provision for adults who need low level interventions but not a whole wrap around approach.

 

  • The Board discussed that good metal health was important for all Board partners and therefore preventative and early help services were key to maintaining wellbeing. The presenters were asked to provide a projection of forecast demand for services and required resources to support the system to manage demand. This will also support any submission to national and regional stakeholders and help partners to plan services in accordance with demand.

 

·         The Healthy Minds website was an excellent source of information and Partners were asked to promote the website to staff and networks.

 

·         Funding is available to develop a specific app for students to support them with their mental health discussions are ongoing between the Clinical Commissioning Group and the University around the development of this.

 

  • Partners were asked to ensure that their websites and communications reflected the offer from the Healthy Minds service.

 

·         The commissioning contracts for individual service providers required them to ensure that the Healthy Minds  ...  view the full minutes text for item 11.

12.

CULTURAL AND PLACE PARTNERSHIP pdf icon PDF 400 KB

Document “F” reports on the Cultural Place Partnership which has just launched its new ten-year cultural strategy for the District. The main body of the report is a digest of the plan including the rationale and need for cultural intervention and investments in the District and the vision, key outputs, targets and ambitions of the plan.

 

Recommended-

 

That

 

·         Work be undertaken with the Wellbeing Board to Identify expertise in the field of Climate Change to sit on the Cultural Place Partnership Board to help us ensure our programmes of work and put the Sustainable Development Goal’s into practice.

 

·         Two of the major ambitions within Culture Is Our Plan is Live life better & Creating an explosion of opportunity, both of these ambitions are heavily connected to the Wellbeing agenda. Support is sought on mainly around these 2 ambitions and both of these ambition are connected to the Digital Makers Project

Live Life Better -  The Bradford Cultural Place Partnership will co-commission a UK-first, ten-year study using the unique Born in Bradford data. Working with the team at Bradford Institute for Health Research, we will get a better understanding of people’s engagement with culture. The study will give us evidence of the benefits of arts, culture and heritage to everyone's lives. 

Creating an explosion of opportunity

Bradford Cultural Education Partnership will bring the District’s independent cultural sector together with schools, with further and higher education and with the Careers and Technical Education Partnership. Working together, they will advocate for cultural and creative careers and maximise opportunities for young people across Bradford.

 

·         Bradford Cultural Education Partnership will focus on creative digital skills with two major strands:

 

1.    Digital Creatives will introduce creative skills to secondary schools in support of Digital Makers, a programme to provide all young people in the District with digital skills. The initiative comes from Bradford Institute for Health Research, which is responsible for the Born in Bradford study of over 13,500 children born at Bradford Royal Infirmary

2.    Digital Storytellers will give families and primary-age children the opportunity to tell stories about the place they live and co-create a Bradford Curriculum 

 

The Wellbeing Board support both of these outcomes and discuss where the board can connect , add value and help champion this work.

 

                                                            (Nicola Greenen - 01274 431000)                                                           

 

 

Additional documents:

Decision:

 

Resolved –

 

(1)  That work be undertaken with the Wellbeing Board to Identify expertise in the field of Climate Change to sit on the Cultural Place Partnership Board to help us ensure our programmes of work and put the Sustainable Development Goal’s into practice.

 

(2)  That that two of the major ambitions within Culture Is Our Plan, Live life better and Creating an explosion of opportunity be supported.

 

(3)  That Bradford Cultural Education Partnership focusing on creative digital skills with two major strands, Digital Creatives and Digital Storytellers be supported.

 

ACTION: Strategic Director of Place

Minutes:

 

Document “F” reported on the Cultural Place Partnership which has just launched its new ten-year cultural strategy for the District. The main body of the report was a digest of the plan including the rationale and need for cultural intervention and investments in the District and the vision, key outputs, targets and ambitions of the plan.

 

The Chair who is also the Chair of the Cultural and Place Partnership introduced the report and highlighted that the total impact over 5 years of the City of culture would be £700m.  A power point presentation was given and a video was played to the Board. (https://youtu.be/bF7kdUxvUOI)

 

Board members commented as follows:

 

  • Culture was referred to in the previous item as a direct link to mental health, it is also important to the economy and supports residents wellbeing, it also supports them to have good employment and this is directly beneficial to our economy.

 

  • The City of Culture bid aims to give people the opportunity to develop a sense of pride in the District.

 

  • It was noted that the LEAP project which is currently being delivered in Bradford and Keighley had health outcomes and that a report would be circulated to Board members.

 

  • A Board member referred to small funding pockets which were being used to encourage people back to Town and City Centres following the easement of Covid restrictions which were having a significant positive impact and which could be scaled up.

 

  • The makeup of the District means that young people were looking for something different in the night time and evening economy to other cities.  A group of Young people have been asked by the Partnership to investigate what this demand looks like and events will be planned in accordance to this. A year long programme of testing pilot projects was being undertaken and review point progress reporting is planned.

 

  • Digital Creatives is one of the flagship programmes for the City of Culture bid and legacy. It aims to work with all young people across the District to develop their digital and coding skills. Staff from across the place including the University of Bradford, Born in Bradford programme and BHIR are involved in supporting this world leading programme.

 

·         Performance measures have been built in to the Cultural and Place Partnerships programme of work. The Wellbeing Board are asked to support the partnership through developing its ambitions as highlighted in Document ‘E’

 

Resolved –

 

(1)  That work be undertaken with the Wellbeing Board to Identify expertise in the field of Climate Change to sit on the Cultural Place Partnership Board to help us ensure our programmes of work and put the Sustainable Development Goal’s into practice.

 

(2)  That that two of the major ambitions within Culture Is Our Plan, Live life better and Creating an explosion of opportunity be supported.

 

(3)  That Bradford Cultural Education Partnership focusing on creative digital skills with two major strands, Digital Creatives and Digital Storytellers be supported.

 

ACTION: Strategic Director of Place