Solihull Health & Wellbeing Board - 26 January 2016
Solihull Health & Wellbeing Board
26 January 2016
Present: / Councillors: KMeeson (Chair),Dr Anand Chitnis - Solihull Clinical Commissioning Group (CCG)
Dr Patrick Brooke - Solihull Clinical Commissioning Group (CCG)
DrSMunday- Director of Public Health and Commissioning
Sally Hodges - Director of Children's Services and Skills
IanJames - Director of Communities and Adult Social Care
Sue Davis - Chair, Birmingham and Solihull Mental Health Foundation
Trust
Anne Hastings – Voluntary and Community Sector
Dr Neeta Manek – Healthwatch
Louise Minter – Strategic Accountability Board
David Smithson – West Midlands Fire Service
In Attendance:
Julia Phillips – Head of Strategic Commissioning
Kathy Slinn – Head of Early Years
Julie Hackett – Commissioning Manager
Steve Jones – Commissioning Officer
Sangeeta Leahy – Senior Public Health Specialist
Ian Mather – Consultant in Public Health
Liz Kiely - Democratic Services Officer
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1. Apologies
Councillor J Windmill, Jacqueline Aldred (Healthwatch), Alex Murray (West Midland Police), Joanne Mackinnon (Welcome) and Catherine Nolan (Joint Strategic Commissioner).
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2. Declarations of Interest
None submitted.
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3. Minutes of Meeting held on 3 November 2015
The minutes of the meeting held on 3 November 2015 were submitted.
RESOLVED:
The minutes of the meeting held on 3 November 2015 were confirmed as a
correct record.
With regards to Minute 6 – BCF Schemes and Payment for Performance, Dr Chitnis thanked the Finance Directors for the work that they had done in finalising the funding allocation for 2016/2017.
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4. HEFT- Quality of Service
Sam Foster Chief Nurse (HEFT) reported that following an unannounced inspection at the Trust in December 2014, final reports were received in June 2015 which had raised a number of issues. As a result an action plan had been drawn up and presented to the Trust’s Executive Management Board on a monthly basis.
The Chief Nurse reported on the actions where further work was required in order to provide full assurance of compliance which included:-
· To ensure that there was sufficient staff to operate the second obstetrics theatre and prevent delays occurring
· Review of IT systems to ensure that reporting was accurate
· RAF’s which highlighted six key areas to build on the care provided to
patients in hospital.
Dr Chitnis in referring to the reductions in the overall numbers of patients sustaining falls asked what was being done to ensure that this improvement remained constant or falls reduced further.. The Chief Nurse advised a number of initiatives had been introduced such as the introduction of open visiting which improved patients opportunities to eat, drink and move and this was having a positive effect on the number of fails. There had also been investment made in equipment such as high/low beds as well as basing Nurses in the Bay rather than at Nurses Stations.
The Chief Nurse reported that a priority for HEFT was to continue to reduce the overall number of patients who acquired avoidable pressure ulcers whilst in hospital, the aim being to achieve a 10% reduction for avoidable hospital acquired grade 2 pressure ulcers and a 50% reduction for avoidable hospital grade 3 and necrotic pressure ulcers.
Dr Chitnis referred to delayed transfer of care which all agencies were trying to reduce. The Chief Nurse explained that HEFT were looking into ways to reduce delayed transfer from the current 9%, which they hoped would be achieved through the Discharge Hubs. Work was also being undertaken in conjunction with the Queen Elizabeth Hospital to look at best practice, given that their delayed transfer was now down to 2%.
Dr Chitnis drew attention to the need to progress Urgent and Emergency Care in Solihull, particularly with more people from the North being referred to Heartlands Hospital.
In terms of how HEFT would continue to improve Quality of Care, the Chief Nurse advised that this was a complex issue. She made reference to the new Chief Executive who had been appointed and whose task would be to look at structures to ensure lines of accountability, particularly with regards to Divisional Teams. Since her appointment she had undertaken unannounced walkabouts and taken a proactive approach by singing off on all complaints received and becoming involved in all areas of operation, as well as reading all correspondence that was placed before her. Whilst it was acknowledged that there was a need to upgrade the IT equipment this was dependent upon resources.
The Chair stressed the importance to continue to work with HEFT and in this respect drew attention to correspondence which had been sent to the Chief Executive with an invitation for a representative from HEFT to become a voting member of the Health and Wellbeing Board. The Chief Nurse agreed to take this request back to the relevant people at HEFT to encourage a representative to be nominated.
RESOLVED:
(i) That the update from Sam Foster, Chief Nurse (HEFT) on the actions following the CQC inspection be received.
(ii) That HEFT present a report on Solihull’s specific position to a future meeting of the Board.
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5. Health and Wellbeing Board Logo
Deborah Martin-Williams, Head of Communications provided the Board with an update on developments around introducing a new Logo. She advised that the Communications Team were working on the premise of using the concept ‘ Solihull Together for Better Lives’’ and then looking themes such as ‘Solihull Together (Health and Wellbeing ) which would look at the achievements of the Board.
The Board were advised that the brand would use modern, bright colours with an easy to read typeface.
The Chair referred to the fact that Health and Wellbeing Board are statutory bodies but that nationally their purpose was not understood by the public. The Board needed to raise its profile, and ensure that people were made aware of its role in Health, Social Care and wider Wellbeing.. The Head of Communications explained that there was a need to look to develop a Communications Strategy, to include good news stories and to use stories from customers to show first hand what services were being offered and the benefits that were derived from them, as well as to ensure that the public were aware of what the Board did.
The Head of Communications stressed the need to ensure that any Strategy developed was rolled out in a common sense way and not rushed to ensure that the customer was happy with what was being produced and that they had an input into it.
RESOLVED:
(i) That the update provided by the Head of Communications on the development of a new Logo be noted
(ii) That the Head of Communications work with the Health and Wellbeing Board to develop a communications strategy and advise which stories within the Health and Wellbeing Strategy would be suitable for wider communication and publicity. .
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6. Partnership Governance
Melanie Lockey, Head of Partnerships and Communities presented a report on the outcomes from the Partnership Governance Review and to identify the opportunities that the proposals provided for the Strategic Board, particularly in relation to its: executive functions, approach to strategic engagement, cooperation and quality assurance and scrutiny.
The Head of Partnerships and Communities reported on the proposed steps to take the changes forward which included:
· Establishment of the Solihull Strategic Engagement Forum
· Undertaking a Review and Rationalising the Membership of Strategic Boards
· Introducing the Public Sector Integration and Reform Task Force
Dr Chitnis made reference to the Leadership Model and drew attention to the fact that although the CCG was a statutory body it was not referenced within the documents as presented.
Dr Brooke suggested that the proposals were presented from a Council prospective and were not inclusive. He felt that the proposals needed to be reconsidered so that all relevant bodies were included.
Whilst there was support for reducing the number of ’ Partnership Boards, the Health and Wellbeing Board was a statutory body that brought together the various agencies across the Health, Social Care and general Wellbeing agenda and any arrangements should reflect this.
The Chair recalled that the current arrangements had developed from the former Local Strategic Partnership that was a statutory body who had responsibility for Local Area Agreements. When this ceased it had been agreed to convert the former LSP to a more informal ‘Solihull Partnership’ in order to maintain relationships and partnership working.
The Head of Partnerships and Communities advised that the arrangements were being refreshed to ensure that the Partnership arrangements remained fit for purpose in their role of delivering the Partnership’s vision for Solihull.
RESOLVED:
(i) That the outcomes from the Partnership Governance Review by noted.
(ii) That the Head of Partnerships and Communities amends the proposals to include reference to the CCG and NHS Improvement Board and notes that the Health and Wellbeing Board was a statutory body
(iii) That the Head of Partnerships and Communities meets with the Senior Public Health Specialist to discuss next steps.
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7. HWB Strategy Priorities
Sangeeta Leahy, Senior Public Health Specialist provided an update on the draft priorities for the Health and Wellbeing Strategy for 2016-18..
The Director of Public Health and Commissioning suggested that Service Delivery needed to be expanded to ensure that it aligned with the NHS Sustainability and Transformation Plan work in this field. Dr Chitnis drew attention to the on going work being undertaken around smoking, obesity and diabetics and suggested that it would be beneficial to have a ‘business as usual ‘ column. He suggested that as diabetes prevention was a specific requirement in the 5 year forward view, that it should be included in the ill health prevention/section alongside cancer. .
Anne Hastings, the representative from the Voluntary and Community Sector referred work being done with Older People and asked how this linked in with the proposals around the Combined Authority. The Chair explained that work around the Combined Authority was still in its infancy.
The Chair of Birmingham and Solihull Mental Health Foundation Trust referred to the measures and said that the priority needed to be a focus on outcomes..
The representative from the Strategic Accountability Board referred to the issue of obesity and school meals and drew attention to the amount of sugar in the desserts which were being provided to pupils.. The Director of Children’s Services and Skills agreed that she would take this back to the Procurement Group for them to look at.
The representative from Healthwatch in referring to the issue of the new mental health service for young people asked whether there had been any consultations undertaken with consumers when drawing up the Strategy. The Chair reported that discussions had been held with young people and in this respect the Director of Children’s Services and Skills drew attention to the Emerging Engagement Young People Strategy which was being developed.
RESOLVED:
That a draft Health and Wellbeing Strategy for 2016-18 be presented to
the next meeting of the Board, which incorporates the changes
discussed.
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8. Early Help Update
Kathy Slinn, Head of Early Years provided the Board with an update on the implementation of the Early Help process. She advised that this was a geographically based multi-agency service based on school collaborative areas and with locally based management.
The Board was advised about the critical success factors to be achieved by the end of 2016 which included:
· Collaborative action groups well attended and action plans written and implemented
· Collaborative multi-agency groups well attended and supporting frontline direct workers in supporting families
· The development of a quality assurance scheme for universal groups
· A pool of volunteers established and 4 apprenticeships.
· All agencies being trained in using the new early help engagement process and supervision model
The Head of Early Help explained that following an extensive period of recruitment the new team underwent a comprehensive orientation programme, undertaken by external providers and focussed on behaviours required for the new service. Following on from this a team leadership development programme would be rolled out from February which would include social care team leaders.
The Consultant in Public Health advised that an outcomes framework had been developed which had been adopted by the Social Integration Board. This included a 3-5 year strategic objective as well as an annual performance scorecard which showed the measures to be reported. The needs assessment would help collaborative leads to identify priorities for early help in their areas.
The Board noted that Strategic Governance for the implementation of the early help service would sit with the Early Help and Troubled Families Board who would oversee the implementation plan and bring Collaboratives to account for the delivery of their action plans.
The Consultant in Public Health reported that a key area of work had been to look at early help assessments and develop a new strengths based approach to supporting young people and families early on.
The Board were advised that responsibility for commissioning children’s public health services 0-5 years transferred from the NHS to local authorities on 1 October 2015. This saw 0-5 commissioning brought together with the school nursing service and created the opportunity for a more comprehensive offer to families, children and young people.
Health visiting was a crucial component of the early help offer and provided the means for identifying those families who required help. Every mother and infant would receive a series of development checks which would continue until the child’s third birthday.
The Consultant in Public Health explained that a 4th Collaborative Lead in Health had been appointed to oversee the integration of health visiting and school nursing within the council’s early help framework. This would inform the procurement of a new integrated 0-19 public health nursing service the contract for which would commence in September 2017.
The Chair of Birmingham and Solihull Mental Health Foundation Trust stressed the need to look at the area of mental ill health in older members of the family as part of the overall approach to the Early Help model.