Agenda and minutes

There were no Declarations of Interest made at the meeting.

There were no members of the public or press present at the meeting.

The minutes of the previous meeting of the Health and Wellbeing Board held on 10^th January, 2018, were considered.

Resolved:-  That the minutes of the previous meeting held on 10^th January, 2018, be approved as a correct record.

Further to Minute No. 56 (Health and Wellbeing Strategy Refresh) it was noted that all points raised had been incorporated into the final draft.

Further to Minute No. 57(2) (Rotherham Safeguarding Adults Board Annual Report), the issue of an event being held during Safeguarding Week was to be discussed at the Chief Executives’ Group of the Rotherham Together Partnership.

There were no communications to report.

Terri Roche, Director of Public Health, to report

Refreshed from 2015 Version

-        National and local strategic drivers influencing role of Health and Wellbeing Boards

-        Need to ensure it remained fit for purpose and strengthened the Board’s role in

Setting strategic vision

Collaborative working

High level assurance

Holding partners to account

Influencing commissioning across the health and social care system as well as wider determinants of health

Reducing health inequalities

Promoting a greater focus on prevention

Health and Wellbeing Strategy Principles

-        Provide accessible services

-        Reduce health inequalities

-        Prevent physical and mental ill health

-        Integrate commissioning of services

-        Ensure pathways were robust

-        Promote resilience and independence

Journey to 2018

-        Local Government Association support to the Board

Self-assessment July 2016

Stepping Up To The Place workshop September 2016

-        Positive feedback given about the Board’s foundation and good partnership working

-        The current Strategy was published quickly after the Board was refreshed (September 2015)

-        Now in stronger position to set the right strategic vision and priorities for Rotherham

What the data tells us

The Joint Strategic Needs Assessment tells us about the current and emerging issues we need to focus on:

-        Ageing population – rising demand for health and social care services

-        More people aged 75+ living alone, vulnerable to isolation

-        High rates of disability, long term sickness (more mental health conditions) and long term health conditions e.g. Dementia

-        Need for care rising faster than unpaid carer capacity

-        High rates of smoking and alcohol abuse, low physical activity and low breastfeeding

-        Rising need for Children’s Social Care especially related to Safeguarding

-        Relatively high levels of learning disability

-        Growing ethnic diversity especially in younger population with new migrant communities

-        Growing inequalities, long term social polarisation

-        High levels of poverty including food and fuel poverty, debt and financial exclusion

Health and Wellbeing Strategy 2018-2025

-        Sets strategic vision for the Board – not everything all partners do but what partners can do better together

-        Includes 4 strategic ‘aims’ – shared by all Board partners

-        Each aim includes small set of high level shared priorities

-        Which the Integrated Health and Social Care Place Plan ‘system’ priorities will align to

Strategic Aims

Aim 1 – All children get the best start in life and go on to achieve their potential

Aim 2 – All Rotherham people enjoy the best possible mental health and wellbeing and have a good quality of life

Aim 3 – All Rotherham people live well for longer

Aim 4 – All Rotherham people live in healthy, safe and resilient communities

Consultation and Engagement

-        Consultation on refreshed Strategy took place with key stakeholders including:-

·      All Health and Wellbeing Board partners

·      Health Select Commission (Scrutiny)

·      Voluntary and community sector

·      To the public via public meetings of the Board and CCG

Implementation and Monitoring

-        Strategy signed-off and published March 2018

-        Officer leads identified and work progressing to develop a set of action plans for each aim

-        Includes  ...  view the full minutes text for item 64.

Verbal update by Chris Edwards, Chief Operating Officer, Rotherham CCG

Chris Edwards, Chief Operating Officer RCCG, gave a verbal report on the refresh of the Integrated Care Partnership Place Plan.

The Partnership had agreed that it would produce an operational plan setting out how it would deliver the ambitions of the Health and Wellbeing Strategy and submit to the April meeting of the Place Board.

Although there were strong plans in terms of integration there was a need for a more encompassing plan as a Rotherham Health and Social Care system i.e. how did Rotherham deal with everything and how it integrated with the South Yorkshire and Bassetlaw arrangements.

The Integrated Care Partnership would meet in public for the first time in April.  It would receive the full plan in May and then be submitted to the Health and Wellbeing Board in July. 

Resolved:-  (1)  That the update be noted.

(2)  That work take place with partners to develop a Rotherham Integrated Health and Social Care Place Plan and submit to the July meeting of the Health and Wellbeing Board.

Action:  Chris Edwards

Kathryn Singh, RDaSH, to report

Kathryn Singh, RDaSH, gave the following powerpoint presentation:-

Adult Mental Health and Learning Disability Transformation

1.    Deliver improved outcomes and performance in the Improving Access to Psychological Therapies Service

2.    Improve Dementia diagnosis and support – continued focus on community

3.    Delivery CORE 24 Mental Health Liaison Services

4.    Transformation of the Woodlands inpatient ‘Ferns’ ward

5.    Improve Community Crisis and Home Treatment response and intervention in Mental Health

6.    Oversee Delivery of Learning Disability Transforming Care

7.    Support the development of Autism Strategy

8.    Support work of Public Mental Health Strategy including Suicide Prevention

What is working well?

-        Clear priorities for Service improvement and delivery in 2017/18 and 2018/19 which are achievable

-        Excellent place working across all the organisations e.g. Ferns, Core 24, Community Crisis

-        Moving from planning to delivery, CORE24, IAPT, Ferns (Phase 2), LDTCP

-        Planning for Community Crisis and Community Dementia follow-up

-        Joining up agendas e.g. CORE fidelity review with social care review of mental health Services

-        Clarity on oversight and assurance roles for work delivered through other structures e.g. TCP, Autism Partnership Board

What are our challenges?

-        Ensuring we remain focused on pathways transformation as well as Service transformation

-        Supporting the TCP with expected transfer of high cost LD Service users from NHSE commissioning to Rotherham – possible impact on budgets and available services

-        Ensuring project interdependencies are managed within the transformation group’s remit and within the wider Rotherham Place priorities and governance

What needs to happen (and by when)?

-        Ensure regional/ICS level funding flows into Rotherham priorities e.g. suicide prevention (Q1 2018/19)

-        Delivery of a 24/7 CORE24 liaison service (Q1 2018/19)

-        Completion of the CORE fidelity review and recommendations (Q4 2017/18)

-        To work with GPs and providers to raise awareness (and increase uptake) of health checks for learning disabled people (Q1 2018/19)

-        Agree the Ferns model and funding for 2018/19 (Q4 2017/18)

-        Agree post-diagnostic follow up for Dementia in primary care through the LES (Q4 2017/18)

-        Agree IAPT plan and trajectory (Q4 2017/18)

-        Continue to provide input, oversight and assurance to TCP, Autism and LD Strategy development

Focus on CAMHS – Working Well?

-        New ‘Advice and Consultation’ Service through the Single Point of Access (SPA) providing quicker and more focussed access to RDaSH CAMHS

-        Prioritisation of LAC referred to the CAMHS Service and close working with LAC Therapeutic Team

-        Locality Mental Health Workers who link directly with GP practices, schools, Early Help and Social Care Teams

-        CCG funding of 2 ‘Children’s Wellbeing Practitioners’ to provide early intervention for lower level issues

-        Nationally recognised Rotherham Parent Carers Forum (RPCF) providing direct support to families and co-production approach

-        Regular inter-agency dialogue between RDaSH, RPCF and Healthwatch, providing constructive dialogue for service development/improvement

-        Better support for children and young people diagnosed with Autism

-        CCG part funding of schools ‘CAMHS’ worker pilot

-        New initiative to roll out ‘whole school’ approach to primary schools  ...  view the full minutes text for item 66.

Verbal update by Chris Edwards, Chief Operating Officer, Rotherham

Chris Edwards, Chief Operating Officer Rotherham CCG gave a verbal update on the Winter Plan. 

Rotherham had not met the 95% national target but had been the highest performer in South Yorkshire – ranked 24^th out of 130 nationally.

The Hospital had reported internal issues with the workforce, bed pressures, a busy flu season, Norovirus and the adverse weather conditions.  However, despite all the afore-mentioned, the Emergency Care Centre had performed at least comparable with other areas in South Yorkshire.

The next step was the Easter Plan for which a very similar approach was being taken.  There were still issues around the medical workforce in the Hospital and work was taking place with GPs to hopefully achieve a solution.  Although technically the flu season had ended, there were still high numbers being seen with flu-related infections i.e. chest and respiratory.

The new Emergency Care Centre had opened in July; evidence suggested that it took 6 months to settle down and there had been existing workforce pressures when the Trust had moved into the new system.  Between July and November 2017 performance had been extremely challenging but since November had improved with patients having a better understanding as to how to access the service and better engaged by the GPs with the service.

There was a lot of positivity around the Centre; the environment was significantly better and the medical professionals thought that it worked better.   Actual access performance had significantly improved from December 2017 to January 2018.

Resolved:-  That the update be noted.

Steve Turner, Public Health, to present

In accordance with Minute No. 47 of the meeting held on 15^th November, 2017, Steve Turnbull, Public Health, presented the final draft of the Rotherham Pharmaceutical Needs Assessment (PNA) for approval and publication by 1^st April, 2018.

The formal consultation period had run from 15^th December, 2017 to 16^th February, 2018, with consultees sent a copy of the draft PNA by email together with a brief questionnaire.

The conclusion of the PNA was that the population of Rotherham had sufficient service provision to meet their pharmaceutical needs.  It was well provided for with respect to pharmaceutical dispensing services having a greater than the national average of pharmacies per 100,000 people.  95% of residents were within a 1 mile walk and 100% within a 10 minute drive of a community pharmacy.  They were accessible and offered extended opening times to suit patients and consumers including 100-hour pharmacies that gave good geographical cover.

Rotherham also had good coverage of advanced services e.g. Medicine Use Reviews.

Resolved:-  That the publication of the Rotherham Pharmaceutical Needs Assessment 2018-2021 be approved for publication.

Wednesday,  16^th May, 2018

                        11^th July

                        19^th September

                        21^st November

                        23^rd January, 2019

                        20^th March

                        29^th May

All to start at 9.00 a.m. venues to be confirmed

Resolved:-  That meetings be held as follows during the 2018/19 Municipal year commencing at 9.00 a.m. venues to be confirmed:-

Wednesday, 16^th May, 2018

11^th July

19^th September

21^st November

23^rd January, 2019

20^th March

29^th May

Wednesday, 16^th May, 2018, commencing at 9.00 a.m. venue to be confirmed

Resolved:-  That a further meeting be held on Wednesday, 16^th May, 2019, commencing at 9.00 a.m.