Agenda and minutes

This is where members who are attending as substitutes will say for whom they are attending.

Apologies were received from Cllr Musarrat Khan, Cllr Mark Thompson, Rachel Spencer-Henshall and Ruth Buchan.

Emily Parry-Harries attended as sub for Rachel Spencer-Henshall.

To approve the Minutes of the meeting of the Board held on the 24^th November 2022.

That the minutes of the meeting held on the 24^th November 2022 be approved as a correct record.

The Board Members will be asked to say if there are any items on the Agenda in which they have disclosable pecuniary interests, which would prevent them from participating in any discussion of the items or participating in any vote upon the items, or any other interest.

No interests were declared.

Most debates take place in public. This only changes when there is a need to consider certain issues, for instance, commercially sensitive information or details concerning an individual. You will be told at this point whether there are any items on the Agenda which are to be discussed in private.

 All agenda items were considered in public session.

The Board will receive any petitions and hear any deputations from members of the public. A deputation is where up to five people can attend the meeting and make a presentation on some particular issue of concern. A member of the public can also hand in a petition at the meeting but that petition should relate to something on which the body has powers and responsibilities.

In accordance with Council Procedure Rule 10 (2), Members of the Public should provide at least 24 hours’ notice of presenting a deputation.  

No deputations or petitions were received.

The Board will hear any questions from the general public.

No public questions were asked.

The Board will appoint a Deputy Chair for the 2022/23 municipal year.

Contact: Jenny Bryce-Chan, Principal Governance Officer

The Board nominated and seconded the appointment of Dr Nick Hardiker as the Deputy Chair of the Health and Wellbeing Board for 2022/23.

RESOLVED:

That Dr Nick Hardiker be appointed as Deputy Chair of the Board for 2022/23.

The purpose of this paper is to update the Board on the implementation of the Kirklees Health and Wellbeing Strategy (KHWS).

Contact:  Alex Chaplin, Strategy and Policy Officer.

Alex Chaplin, Strategy and Policy Officer, provided a progress update on implementing the Kirklees Health and Wellbeing Strategy (KHWS). The Health and Wellbeing Board (Board) was reminded that at the last meeting a schedule was agreed for the KHWS updates, and there would be a deep dive on one of the three KHWS priorities at each board meeting. The priority feature for the deep dive at today’s meeting will be on ‘Mental Wellbeing,’ and then moving forward to March, the focus will be on ‘Connected Care and Support,’ and at a subsequent meeting, the focus will be on ‘Healthy Places.’  In addition, there will be summary updates on the other priorities.

The Board was informed that there has been some progress on the communication plan that has been put together by Healthwatch. Work has also been undertaken with Healthwatch to identify what the objectives are around raising awareness, to inspire people with the work, to help and show how the strategies unit plans are delivered and to identify the key audience. This is outlined in the strategy as people who live, work or study in Kirklees, which is the target audience. There is a general timeline for the communication plan, however further work is needed to finalise the plan and there will be a further detailed update at the next meeting.

In response to the information presented, the Board ask questions and made comments including some of the following:

-              The previous minutes mentioned the development of a self-assessment tool kit, for organisations to check and challenge themselves against the strategy, has there been any progress on the toolkit?

RESOLVED:

That the progress report on implementing the Kirklees Health and Wellbeing Strategy be noted by the Board.

To provide an update to the Health and Wellbeing Board on the Kirklees Health and Wellbeing Strategy (KHWS) priority of ‘Mental Wellbeing.’

Contact:  Rebecca Elliot, Public Health Manager and Paul Howatson, Programme Manager – Mental Health and Learning

Rebecca Elliot, Public Health Manager and Paul Howatson, Programme Manager provided an update on the Kirklees Health and Wellbeing Strategy priority on Mental Wellbeing. In summary, the Board was advised that the aim of the discussion will be to highlight the commitments made, highlight the success indicators, discuss the delivery on the ‘I statements’ and the local partner actions, touch on the recent successes and challenges currently being faced, and discuss the contribution that this priority makes to other top tier strategies, including the Kirklees outcomes and the ten ambitions of the Integrated Care Board.

Referring to a set of slides, the Board was reminded that the vision for the KHWS is:

“People who live, work or study in Kirklees live their best lives with good health and wellbeing, free from inequality, stigma, discrimination and barriers, so they can do and enjoy the things that matter to them.”

The information presented showed the links between the three main priorities of the KHWS and how they help to achieve the outcomes for Kirklees. In relation to mental wellbeing, a summary of the information presented is as follows:  

-      Best Start Outcome - there is an important link between parental mental health and the impact that has on a child’s mental health. It is also important to support family wellbeing even before conception. It is recognised that half of lifetime mental illness starts before the age of 14.

-      Well outcome - people with a diagnosed mental health condition, die on average 15 years earlier than those without, and protective factors such as being in good employment and being connected to other people and your place, plays and important part in keeping people with mental health conditions well.

-      Independent Outcome – the aim is to overcome in Kirklees, the unfortunate shame and stigma that people with mental health conditions still experience, and to enable people with mental health conditions to live well and thrive, and that their mental health condition does not hold them back.

The commitment that was made and outlined in the KHWS for mental health in respect of the ambition, is that “everyone in Kirklees achieves good mental health and has a good quality of life with purpose and fulfilment throughout their lives.”  The Board was directed to a list of the success indicators to be used throughout the duration of the KHWS to be able to monitor progress.

The success indicators are a mix of qualitative and quantitative indicators which is particularly important when it comes to the mental health priority. The aim is to be able to not only look at numbers, trends, and data, but also to be able to understand the stories behind the data.

Success indicators include:

-        % of people feeling happy

-        % of people feeling life is worthwhile

-        % of people feeling lonely*

-        Self-reported mental health

o    Adult emotional wellbeing*

o    Emotional wellbeing of 13/14 year olds*

-        Self-harm rate

-        Suicide rate

Qualitative

-        News stories  ...  view the full minutes text for item 42.

A summary update to the Health and Wellbeing Board on the Kirklees Health and Wellbeing Strategy (KHWS) priority of ‘Healthy Places’.

Contact:  Lucy Wearmouth, Acting Head of Improving Population Health and Lisa Waldron, Public Health Manager.

Alex Chaplin, provided a summary update on the Kirklees Health and Wellbeing Strategy priority on Healthy Places. The Board was informed that Healthy Places aims to support an environment of people of all ages who live, work and study to maximise health opportunities to ensure that healthy choice is the easy choice.

Some of the recent successes under this priority includes:

-          Adoption of the validation checklist for spatial planning

-          Revised Parks Services vision almost complete with specific reference to contribution towards health and wellbeing

-          Revised Health Impact Assessment templates have been adopted, providing clear framework for developers to consider the impact of their developments on local places

-          Hot food takeaway SPD has been adopted

-          Behaviour change active travel officer roles has been successfully recruited to

-          Playable spaces programme: 57 projects as of 12/10/22

Some of the challenges:

-          There is a gap for the Everybody Active manager role

-          Capacity/budget constraints for parks/open spaces

-          Temporary closure of a number of Kirklees Active Leisure sites, Deighton Sports Centre, Batley Baths, and the swimming pool at Colne Valley Leisure Centre

Upcoming milestones:

-        Playing Pitch Strategy due to be completed in Q1

-        Replacement for ‘Everybody Active Manager’ with wider facilities role being discussed

-        Work commencing on updating the open space audit. This will be a major piece of work, but will assist in helping activate green spaces for recreational purposes

The Board was informed that a wider update on this priority would be provided at the next meeting.

RESOLVED

That Alex Chaplin be thanked for providing a summary update on the Healthy Places priority.

A summary update to the Health and Wellbeing Board on the Kirklees Health and Wellbeing Strategy (KHWS) priority of ‘Connected Care & Support’.

Contact:  Rachel Milson, Senior Strategic Planning and Development Manager.

Rachel Milson, Senior Strategic Planning and Development Manager, provided a summary update on the Kirklees Health and Wellbeing Strategy priority, Connected Care and Support.

The Board was informed that the summary update would primarily focus on some of the key achievements. In terms of delivering the Connected Care and Support priority, there has been an agreement that a Health and Care Plan will be developed. This plan will outline how the health and care system will deliver the Connect Care and Support priority, with cross over into the other identified priorities and factors. While the focus will be on Connected Care and Support, it will also recognise the interdependencies with the Healthy Places and the Mental Wellbeing priorities across all of the factors that are described in the Health and Wellbeing Strategy. A group has been established that has membership from all of the key organisations across the health and care system.

A timeline for development has been agreed to align and support the development of the West Yorkshire five-year Strategic Plan and the West Yorkshire Integrated Care Board (ICB) Joint Forward Plan. The aim is to connect all the key strategic plans for health and care across the place and the West Yorkshire ICB.

There has been initial discussions with transformation leads across the system. A set of key principles had been agreed from the outset, in terms of the delivery, building on what was already in place. It started with getting an understanding of what people were working on and what their short, medium, and long term priorities or key changes will be over the coming years. That was themed to identified priority programmes and actions which has just started to be taken round to different groups and committees for feedback. Working with the ‘I Statements’ will be a key component of the development of the Health and Care Plan, and the aim is to respond to the ‘I Statements’ particularly those that are identified with the KHWS, predominantly focusing on the Connected Care and Support priority. Further thought will need to be given to how success is measured, linking with the KHWS outcomes framework and the West Yorkshire 10 Big Ambitions.

Currently the focus is on formulating, and the next stage will be to start putting some detail to some of the priorities, getting wider feedback and comments and also ensuring it is connected into the strategic work that is taking place across the West Yorkshire ICB. A further, more detailed update to the Board on this priority will be provided at a future meeting.

RESOLVED

That Rachel Milson be thanked for providing a summary update on the Connected Care and Support priority.

To update the Board on the refresh of the West Yorkshire Partnership’s five-year strategy.

Contact:  Esther Ashman, Associate Director Strategy.

Esther Ashman, Associate Director, Strategy, NHS West Yorkshire Integrated Care Board, provided the Health and Wellbeing Board with an update on the refresh of the West Yorkshire Partnership’s Five-Year Strategy. The Board was informed that the process has been designed and conducted by a group of people, which reflected the entirety of the partnership and included colleagues from Kirklees. There has been some positive feedback from a number of formal and informal groups who have been presented with the draft strategy.

The Partnership Board considered the draft in December 2022, and just a reminder that the Partnership Board as the West Yorkshire Integrated Care Partnership owns this strategy, having considered the draft they are content with it. It is now being presented to all the Health and Wellbeing Boards, Joint Health Overview and Scrutiny and anyone else who would like to have comment on the strategy to get views. It will continue to be iterated before finalising in March 2023. There will also be a number of accessible versions that will be produced as part of this process.

Work is also being undertaken on developing the delivery plans, to set out how this strategy is going to be delivered. In West Yorkshire, the approach is to do this in conjunction with the development of more detailed operational plans for the coming year. The Board will be used to NHS England driving an operational planning process each year,  and the aim is to ensure that all these things are tied in together. The two processes will be brought together to tell the story of how the strategy will be delivered.

The five-year strategy has been set, and the five-year plan is being developed including the detail of the first year. By bringing that first year detail in through the operational plan, it will ensure that the work is prioritised and phased in the right way over the coming five years. The refresh of the Joint Forward Plan has to be undertaken every year, and that will sit alongside the operational planning each year. There is a requirement to engage with the Board as part of that process each year.

The Joint Forward Plan is a national requirement and is a statutory duty of the Integrated Care Board to develop the Joint Forward Plan. It has a deadline for completion of the 30^th June, however, given there will be an election period in mid-March, the aim is to get as near as possible a detailed draft by the end of March, to iterate and finalise by the end of June.

There are a number of requirements in the Joint Forward Plan guidance, including working and engaging with Health and Wellbeing Boards, which is already being done in West Yorkshire and will continue to bring updates and drafts to the Board for comments as it is developed. The Joint Forward Plan is designed to be fully aligned with a wider systems partnership ambitions, known in West Yorkshire as the 10 big ambitions,  ...  view the full minutes text for item 45.