Wellbeing Activity Fund

Wellbeing Activity Fund, deadline 29 May (4pm)

The Wellbeing Activity Fund aims to fund the "expansion of a therapeutic social activity programme of sessional and community based social activities, aimed at older people with mild to moderate mental health needs and their carers." In general, the funder defines older people as being aged 60 or over.

Voluntary and community groups can apply for funding of between £500 and £5,000 for activities in the Bradford & Airedale district that contribute to the following aims:
Provide support for older people with mild/moderate mental health needs
Provide opportunities for older people with mental health needs to stay physically active
Provide opportunities for older people with mental health needs to make new/retrain friendship and social contacts
Support older people with mental health needs to maintain hobbies, interests or occupational pursuits, including volunteering.
Support carers of older people with mental health needs, or older carers whose own wellbeing is affected by their caring role.
Please note that "food related activities i.e. luncheon clubs, cook and eat...celebration dinners & events" cannot be funded. A full list of exclusions is shown on page 4 of the guidance notes.

Guidance notes and an application form are attached. For further information please contact Habibur Rahman Projects Officer, Adult Services - Strategic Commissioning, Community Involvement Team, telephone 01274 438777 or email habibur.rahman@bradford.gov.uk

The deadline for applications is 29 May (4pm)
Info provided by bfunded

New! PHN Forum: Find out more about the Bradford Health Observatory

New! PHN Forum
The Public Health Network are holding the next Forum on Thursday 23rd April 2009 (9.30am-12.30pm) at the Thornbury Centre. The event will focus on the Bradford Public Health Observatory, the Healthy Lifestyle Survey Results and the Third Sector. There will be discussions in small groups after each speaker, and there will be a chance to network during the break.

For the last 30 minutes, the floor is open for information updates. Feel free to share information such as a new service/ programme, course, successes etc. You can either let me know if you would like to speak, or you can speak on the day.

Please note that lunch will not be provided on the day, but there will be refreshments.

A programme will be sent out shortly. If you would like to book a place please phone 01274 237601 or email Nicola.Hawkins@bradford.nhs.uk with your name, organisation and telephone number.

Proposals for a new ‘Bradford Observatory’ to Inform Local Planning and Provision in Health and Well Being

Any Voluntary Sector Organisation that has contracted with the local Primary Care Trust (PCT) or council understands the importance of demonstrating how they will improve, for example, the health of the local population. It is important, increasingly so, to understand the needs of the local population in planning service delivery. Currently it can be difficult to find the information needed and time intensive for organisations to do this. Often research won’t exist on the particular area that you are looking at or it won’t be in a format that is useful to Voluntary Organisations, it almost certainly won’t be in one place. Intelligence is collected and analysed by both the PCT and the council but not shared with the Voluntary Organisations that could make use of it to better inform their service delivery. We only see the final results of research findings in the form of targets in strategies and commissioning plans. There are plans for a new team, the Bradford Observatory that will provide reports and links to key intelligence about health and wellbeing in Bradford District. It will inform local decision making, needs assessment and service planning to improve health and well being. As an interim solution the Public Health Pages (http://www.bradford.nhs.uk/observatory/Pages/Default.aspx) will provide information whilst the main Bradford Observatory website is developed.

The purpose of the Observatory is to inform PCT and council planning but will hopefully as a web resource provide a useful source of information for the districts

Background
An Observatory is a place (virtual or otherwise) which collects, stores and shares data, information and intelligence. It should enable its users to access data and intelligence from multiple sources and for multiple geographies, and facilitate sharing of research studies. In addition, an effective Observatory is not just a website for exchanging data; its staff should be experts at interpreting and transforming information and data into meaningful health intelligence. These staff must also be able to engage Observatory users to help them understand what information is required to support their work programmes.

A network of 9 Regional Observatories and 12 Regional Public Health
Observatories currently provide a similar though higher-level function across the UK (http://www.regionalobservatories.org.uk,
http://www.apho.org.uk) and there are also local examples (e.g. Brighton - www.bhlis.org/). Bradford Observatory will supplement national and regional intelligence by consolidating and sharing data at much smaller sub-District localities or neighbourhoods. This will support the micro-management required to ‘narrow the gap’ between the least and most disadvantaged areas thereby meeting strategic objectives including the LAA and the JSNA.

Local and National Strategic Context
In 2004 the Government White Paper Choosing Health set out the key principles for supporting the public to make healthier and more informed choices about their health. These national priorities for action, and local priorities such as reducing infant mortality and increasing life expectancy, must be described in a Joint Strategic Needs Assessment (JSNA). The JSNA is the means by which the local PCT and Council will describe the future health, health care and well-being needs of local populations and the strategic direction of service delivery to meet those needs.

The Local Government White Paper ‘Strong and Prosperous Communities’ (DCLG, 2006), continued this momentum by setting a new performance framework for local authorities (working alone or in partnership) to deliver Local Area Agreements. It also reinforced local government’s ‘Place-Shaping’ role within local Districts at the same time as highlighting the important role that robust data and intelligence at the local level will play in identifying these local priority targets, and tracking performance against them. The legislation also prescribes that the longterm local vision for economic, social and environmental well-being should be set out in a Sustainable Community Strategy (‘The Big Plan’). Both the Big Plan and the JSNA, and the priorities therein, will be informed by accurate and timely local intelligence covering a range of health and well being indicators (see Local and Priority Indicators below). In anticipation of this, the Council had been building the capacity to support this role and in March 2007, the Community Strategy Delivery Group, approved the development of a prototype ‘Observatory’ to draw together the essential intelligence required to underpin the District’s Sustainable Community Strategy, the LAA and wider partner ambitions.

About the Bradford Observatory
Aims and benefits
The aims of the Bradford District Observatory are to:
Provide a ‘one-stop shop’ for intelligence about population of
Bradford District
Inform local decision making for reducing health and social inequality through needs assessment, service planning and community development.
Provide a systematic and efficient approach to providing key data and conducting analysis.

The Observatory will be a portal through which all partners will be able to access relevant and timely data and intelligence about the District. This will inform needs assessment and service planning and commissioning for Bradford, supporting the Local Area Agreement and including specific initiatives to reduce inequalities in health. Funding has been provided by Bradford and Airedale tPCT and Bradford Metropolitan District.

Local priority and indicator set
The priority areas for the Observatory will be based on the content and policies outlined in the following local and national documents:
−Joint Strategic Need Assessment (JSNA)
−Sustainable Community Strategy The Big Plan
−Local Area Agreement (LAA)
−PCT commissioning strategy
−BMDC Corporate Plan
−Every Child Matters

The Observatory team will initially prioritise key issues highlighted in the JSNA and LAA. From this, the following are suggested:

−Health and well being priorities
−Reducing health inequalities
−Reducing infant mortality
−Reducing mortality from CHD/stroke/cancer
−Reducing the numbers who smoke
−Tackling obesity (and malnutrition)
−Reducing harm from alcohol and encouraging sensible drinking
−Reducing drug misuse
−Improving sexual health and reducing teenage pregnancy
−Improving mental health & well-being
−Access to services for disadvantaged groups
−Diagnosis/control of hyper tension
−Improving quality and access to Primary Care
−Supporting vulnerable people
−Transforming urgent care
−Transforming learning disability and mental health services
−Dental and oral health and access to NHS dentists
−Children and Young People
−Emotional & Physical Well-being
−Tackling abuse and neglect
−Standards of educational attainment
−Access to further education
−Promote and celebrate achievement
−Safer and Stronger Communities
−Reduce overall levels of crime
−Anti-Social Behaviour
−Fear of Crime
−Safe neighbourhoods for older people
−Diversion and positive intervention.
−Road safety
−Involvement in Community Life
−Civic action
−Cultural Participation
−Fairness to all
−Community relations
−Economic Development and the Environment
−Changing Perceptions
−Shaping Quality Places
−Improve the Neighbourhood Environment
−Housing supply
−Financial Security
−Employment and Learning Opportunities
−Increase Employment Rates
−Cultural Economy
−Promoting business growth
−Congestion
−Transport and connectivity
−Air quality / climate change
−Resource efficiency

Achieving the Best Health for All, Implications for Bradford Districts Voluntary Sector

We have already looked at the strategy itself in terms of its assessment of health inequalities and the projects the PCT proposes to commission to reduce those inequalities. Here we review the implications on the voluntary sector as a deliverer of health services.

The sector is identified as one of the delivery partners of the strategy, reiterating the sector is perfectly placed to provide, as is the case already, and preventative services to tackle health inequalities. The commissioning plan embedded within the strategy places all providers, including the tPCT, in direct competition with each other. Competition between providers is thus increased, with the potential for the sector to progress towards a level playing field with statutory providers. This of course must become a reality through the commissioning process.

The strategy is an opportunity to see exactly where resources will be placed, when and to what value. This will aid VCS organisations in the planning of future services. Organisations must ensure firstly that their objectives meet with the commissioning priorities of the strategy. If they don’t it is an indication that the PCT are not the right funder for your services. Delivery models corresponding to the key output areas are specified in a clearer way then we have seen previously. A lead is attached to each commissioning project. Any organisations interested in tendering for projects would benefit from contacting the appropriate lead. The outcomes focus of the commissioning plan again signifies a move from outputs based projects. Organisations can prepare for this by monitoring the impact of their current work by evidencing the outcomes achieved. It also signifies yet a further move away from the sector designing solutions to the funders targets. Something that is reflected in statutory bodies across the country though is not the case across all Bradford and Airedale tPCT funding. Both the PCT VCS fund and the PCT/BMDC Healthier Communities Fund both operate a grant like system. This is not to say they will always operate these funds on this basis. Such level of specification leaves little room for the innovative delivery models that the sector is often credited with.

Tips – Preparing to be Commission Ready
• Impact monitoring of the organisations health work i.e. the outcomes achieved as result of the outputs
• Mapping the strategy outcomes to the organisations objectives, including potential new work streams
• Clear pricing ensuring that services are value for money
• Identify why you are better placed than your competitors to deliver the contract. Identify the ‘added value’ that your organisation delivers i.e. what additional benefits result from your organisation delivering on a contract?
• Identify how you can contribute to the wider health agenda e.g. improving choice, improving patient experience
• Asses how the organisation markets itself. Marketing is much wider than publicity and should include networking with key contacts
• Know the figures, for example, the number of patients, the total cost of the service, unit cost (if possible for the type of service) and the likely value of freed resources


For a summary of the Achieving the Best Health for All Strategy see;
For a free downloadable copy of Achieving the Best Health for All see;
http://www.bradford.nhs.uk/besthealthforall/Pages/default.aspx

Achieving the Best Health for All

The Strategic Plan of Bradford and Airedale tPCT, 2008-2013

The strategic plan of Bradford and Airedale tPCT identifies the health inequalities faced by the district, current now and anticipated future priorities, to be addressed over the next five years. It sets out a comprehensive commissioning plan to tackle the key outcomes, including a review of potential providers. Below is summary of the strategy.

See also; Achieving the Best Health for All, Implications for the sector

Health Inequalities
The strategy identifies the health inequalities in the Bradford district, highlighting the most disadvantaged groups;

• Young people
• Ethnic Minorities inc. New Eastern European migrants
• Those living in areas of deprivation
• Those on low income
• Those in poor housing and in fuel poverty
• Older people aged 65+

Trends and future priorities
Population over 65 is forecast to increase over the next 20 years increasing the need for services to manage long term conditions and prevent admissions through self care agenda.

The local population under the age of 15 is set to increase by around a 5th over the next 20 years and will result in an increased demand on obstetric and paediatric services and opportunities to establish healthy behaviour in the young.

Anticipated growth in specific communities of migrants and asylum seekers will require an approach that is tailored to the differing language, cultural and health requirements of those communities.

Preventative Health Services and Addressing Health Inequalities
• All age, all causes of mortality by concentrating on the biggest killers
• Prevent uptake of smoking, increased physical activity and healthy diet particularly in the young to prevent cardiovascular disease
• Minimise the prevalence and impact of diabetes, with a focus on diabetes caused by obesity
• Early detection of cancer though equitable access to screening and treatment
• Empower and inform people, in particular young people, to practice safer sex. Address cultural barriers.
• Reducing obesity levels by commissioning weight loss programmes from the independent sector, developing a tiered model of obesity interventions, and social marketing initiatives
• Smocking cessation and prevention by increasing referrals to stop smoking services, making nicotine replacement therapy (NRI) available, and social marketing initiatives
• Expanding the range and volume of services available for dealing with alcohol misuse, developing a tired model of services including screening for alcohol misuse, brief interventions, community detoxification programmes, and rehabilitation programmes

Relationship with other Plans and Priorities, Bradford and Airedale tPCT:

Practice Based Commissioning (PbC) Priorities
Bradford has four PbC Alliances, each with a manager, consisting of GP practices within the geographical boundary of the alliance. Priorities reflecting the needs of their locality are identified by the clinicians.

• Airedale and Wharfedale PBC Alliance
10 practices + 2 independents. Population 93,000 + 11,000
• Yorkshire Primary Care Alliance
15 practices. Population 118,000
• Citycare Alliance
35 practices. Population 146,000
• South and West Commissioning Alliance
23 practices. Population 167,000

Existing targets from central government
• Achieving a maximum wait of 18 weeks from referral for hospital waiting times
• Achieving 24/48 hour targets for access to primary care professionals/GPs
• Achieving ambulance response time targets
• Performance against mental health access targets
• Patients who are offered choice and use the choose and book system (use is currently above national average)
• Access to substance misuse services which is currently excellent
• Reduction in mortality rates from cancer and cardiovascular disease (inc. smoking and obesity)
• Reduction in infant mortality rates (inc. breastfeeding and smoking during pregnancy)
• Providing effective sexual health services

Relationship with other Plans and Priorities, Local Strategic Partnership:

The Big Plan and Local Area Agreement
The Big Plan is the district’s Sustainable Community Strategy which all districts must have. It is the overarching plan for the district and sets out long term ambitions, and short term priorities with some indicative actions for how these will be achieved. Health is a chapter within the Big Plan. Many of the outcomes identified in the plan are similar to those in the tPCT strategy. To access the document see; http://www.bradford.gov.uk/government_politics_and_public_administration/local_government/bradford_district_partnership/what_is_the_big_plan.htm

The LAA is the way in which the district can measure progress towards achieving the Big Plan. It consists of 51 National Indicators which have specified targets to be achieved over the next 3 years. This package of indicators and targets is negotiated and agreed by the partners with central government.

Providers
Key providers currently of PCT services are identified and strength, weaknesses and opportunities as future providers has been assessed.

• GP practices
• General dental practitioners
• Bradford Teaching Hospitals NHS Foundation Trust
• Airedale NHS Trust
• Bradford District Care Trust
• Bradford and Airedale tPCT
• Care homes
• Ophthalmic practices
• Pharmacies
• Voluntary and Community Sector

This brief overview assesses each provider’s current position and suitability for delivering parts of the strategy. The voluntary sector is identified as having a key role in the provision of preventative community based health services.

Commissioning
The strategy briefly outlines the commissioning programme under the ten key delivery areas;

Maternity and newborn
Children
Staying healthy
Acute care
Planned care
Long term conditions
End of life care
Mental health
Learning disabilities
Primary and community care

Including what projects and outcomes they intend to commission, the lead officer and timescales. Check the prospectus for potential commissioning opportunities for your organisation.

For a free downloadable copy of Achieving the Best Health for All see;
http://www.bradford.nhs.uk/besthealthforall/Pages/default.aspx

Local Food is a £50 million programme that will distribute lottery grants to a variety of food-related projects to help make locally grown food accessible and affordable to local communities.

Grants from £2,000 up to £500,000 are available for not-for-profit groups and organisations in England delivering such projects as growing, processing, marketing and distributing local food; composting and raising awareness of the benefits of such activities.

There are three levels of funding available through Local Food:
Small Grants: Between £2,000 to £10,000 is available for small grants
Main Grants: Between £10,001 to £300,000 is available for main grants
Beacon Grants: Between £300,001 to £500,000 is available for beacon grants

For further information see: http://www.localfoodgrants.org/grants

New NHS Constitution

A new legally binding NHS Constitution was unveiled on the 21st of January by the Health Secretary Alan Johnson, a result of one of the recommendations made in Lord Darzi’s report ‘High Quality Care for All’ The Constitution clearly and concisely sets out the rights and responsibilities patients, NHS staff and the organisations that deliver services for NHS patients. It gives patients increased choice and access to information about the treatment options available to them. Under the constitution doctors must provide information about other treatments. Ministers have ruled out withdrawal of treatment from people who smoke, drink excessive amount of alcohol or are obese.

For more information see:
NHS constitution ends era of 'doctor knows best'
http://www.guardian.co.uk/society/2009/jan/21/nhs-constitution-rights-treatment

The NHS Constitution: securing the NHS today for generations to come
http://www.dh.gov.uk/en/News/Recentstories/DH_093460