Find out about the different strategies that help us achieve our vision and objectives.
We also work with a number of other organisations across Bradford and Airedale and have jointly agreed strategic priorities to work on together to meet the needs of our population.
Our Five year forward view for Bradford, District and Craven is designed to deliver our collective vision to create a sustainable health and care economy that supports people to be healthy, well and independent. It outlines what needs to change in Bradford District and Craven between 2014 -19 and how this will be achieved.
Our strategic plan will tell you about how we are going to deliver on our vision – reducing health inequalities for all. Our ambition is to transform the experiences of our patients and significantly improve their outcomes. The strategic plan also outlines the profile of our local population and some of the key health and wellbeing issues that we aim to address.
The Airedale, Wharfedale and Craven (AWC) and Bradford urgent and emergency care stakeholder communities have come together to develop our Urgent and emergency care strategy 2014-19. It outlines our strategic vision and direction for the development of our urgent and emergency care services.
The transformation plan for children and young people’s mental health in Bradford District and Craven outlines how we need to improve access to, and the quality of, services and outcomes for children in Bradford. This includes acute and urgent care, community services, child and adolescent mental health service (CAMHS), health promotion and ill health prevention.
Bradford will be the youngest city in Europe in five years so engaging with children, young people and their families is a real priority.
A version of the strategy has been developed specifically for children and young people, by children and young people, you can read this version of the strategy here.
The appendicies referenced in the strategy can be found here:
Transformation plan for children and young people' mental health in Bradford District and Craven supporting documents:
The aim of the Bradford and Airedale Joint Strategic Needs Assessment (JSNA) is to identify the health and wellbeing needs of the local population and support the development of services to reduce inequalities.
The JSNA provides the evidence base to inform the Joint Health and Wellbeing Strategy (JHWS) (see below).
The Joint Health and Wellbeing Strategy (JHWS) outlines how we, as a district, aim to contribute to improving the health, wellbeing and quality of life for the people of Bradford.
The JHWS also describes how key organisations across the Bradford District, including our CCG, work together to identify and meet the needs of our population. The strategy gives local partners a set of jointly agreed priorities to work on together:
These priorities and the areas for action outlined in the strategy will inform the next JSNA (see above section), forming a cycle of development for the district.
Mental wellbeing in Bradford District and Craven: a strategy 2016-2021 covers all age ranges and has a very clear focus on promoting mental wellbeing and tackling the things that we know can cause mental ill health.
The strategy sets out our vision and strategic priorities for the next five years. We have worked collaboratively with our stakeholders; most importantly members of the public and those with a lived experience of services and their carers.
Mental wellbeing in Bradford District and Craven: a strategy 2016-2021 outlines three key strategic priorities for the next five years:
Our aim for Bradford district and Craven is to create a community that will ensure people stay well across their lifetime, achieving and sustaining good mental health and wellbeing for all. We believe that we will be successful if we remain committed to working together with individuals, families, employers, educators, communities and the public, private and voluntary sectors to promote better mental health and to drive transformation.
You can listen to an audio version of the strategy on YouTube:
You can also take a look at the BSL version of the video on YouTube:
Our local digital roadmap for Bradford District and Craven can be found here.
To ensure that primary medical care services (those provided by general practice) continue to be sustainable and work well for the people of Bradford in the future, Bradford City and Bradford Districts CCGs have developed a new five year strategy.
This strategy outlines how we will commission services at scale through extended access and addressing complex care needs. We want providers of primary medical care services to work together to share resources and infrastructure to promote equity of services for Bradford people.
We also want people to invest in themselves and their own health and wellbeing. This strategy outlines a number of self-care and prevention initiatives, in partnership with the voluntary and community sector, to support and enable our population to become empowered and manage their own health and wellbeing.
You can read the full strategy here.
You can watch a British Sign Language version of the strategy below:
The three local CCGs and Bradford Council have a plan to improve the lives of children, young people and adults with learning disabilities, autism, or both across Bradford, Airedale, Wharfedale and Craven between 2019-2019.
Dementia in Bradford and Airedale: a health needs assessment and a strategy for 2015-2020 is a joint plan that has been agreed by the Council Health and Social Care Overview and Scrutiny Committee, the three Clinical Commissioning Groups and Secondary Care partners.
There are five key aims to this strategy, these are:
You can read the full strategy here.
Our medicines optimisatioin strategy, 2017-2021, outlines how NHS Bradford City and Bradford Districts CCGs are going to optimise the use of medicines over the next 3-5 years. It also outlines how we will realise any efficiences from the drugs budget and ensure the best outcome for patients from their use of medicines.
The strategy has been developed through engagement with member practices, patients, practice pharmacists, community pharmacies, the local medical committee, the local pharmaceutical committee, CCG staff and other providers including the voluntary sector.