Agenda and minutes

There were no declarations of interest.

The Chair confirmed that no questions had been submitted.

The Chair noted that the meeting of the Integrated Care Partnership (ICP) was to be the same day as the strategy was due to be launched. It was felt that the strategy was excellent and had had wide consultation.

In discussion, it was noted that the masterplan was to fully link up plans.

Resolved:-

1)    That the minutes of the previous meeting on 26 January 2023, be agreed as a true and correct record.

Susan Claydon, Head of Locality and Family Support, to present

Consideration was given to a presentation by the Head of Locality and Family Support in respect of Family Hubs delivery.The family-centred approach was described:

·       Accessible - non-judgemental support in a mix of physical and virtual spaces

·       Attuned to local needs – connecting families with the right help at the right time

·       Whole-family support offered – avoiding ‘bouncing’ between services

·       Informative – the whole range of support is communicated simply and consistently

·       Inclusive – services are responsive and co-produced with parents and families

·       Transformational – improvements are system-wide and long-lasting

The delivery expectations for Family Hubs were identified. The Service was received physically or in person at a family hub building, with the relevant information, professional or practitioner. The Service was accessed through the family hub network but received elsewhere (e.g. VCS organisation, via outreach, clinical setting). Universal and specialist support could be accessed through a digital and virtual offer. There were a range of funded themes.

The Family Hub Principles were also described. These included promoting access through clearly branded and communicated hub buildings, virtual offers and outreach. Moving from services organised for under fives, to families with children of all ages, reduced fragmentation. It was noted that the key emphasis on early years and the ‘Start for Life’ offer would remain. A relationship-centred approach meant that practice in a family hub built on family strengths and looked to improve family relationships to address underlying issues. Joining up locally brought existing family help services together, into a place where services are delivered that is a base for professionals. It was felt that this approach was better connected because family hubs drive progress on joining up professionals, services and providers (state, private, voluntary, community) – through co-location, partnerships, data sharing, shared outcomes and governance. An information gateway allowed families to know about all the services delivered anywhere within the network- physical, virtual or via outreach, and beyond. Family hubs brought together services for families with children of all ages (0-19) or up to 25 with special educational needs and disabilities (SEND), with a great Start for Life offer at their core.

Progress with the delivery model was described. Progress included instilling a strong appetite to develop Family Hubs and to deliver transformation across partners; holding regular Task & Finish Groups with agreed chairs across key funded strands; establishing an Operational Group held regularly; facilitating a delivery team; carrying out a needs analysis, coproducing the model of delivery and headline delivery plan which was submitted and agreed by a national team as part of an iterative process; securing wholesale evidence-based training programmes; and developing a digital evidence-based offer for families.

Further elaboration on the role of evidence-based programmes was noted. These programmes included The Solihull Approach Programme, Family Foundation Preparation for Parenthood, Solution Focused Brief Intervention, Triple P Online, Attachment and Bonding, Cultural Competency in maternity and beyond, PEEP (Peers early education programme) Home Learning Environment, Perinatal Mental Health Programme, and Reducing Parental Conflict.  ...  view the full minutes text for item 74.

Presentation by Board Sponsors

Consideration was given to a presentation in respect of progress associated with Aim 3 of the Health and Wellbeing Strategy which was presented by the Chief Executive of Rotherham MBC on behalf of the Council and TRFT. The two key priorities comprising Aim 3 were described in the presentation:

•       Ensure support is in place for carers.

•       Support local people to lead healthy lifestyles, including reducing the health burden from tobacco, obesity and drugs and alcohol.

In regard to Priority 1, to ensure support is in place for carers, progress was described. The Borough That Cares Strategic Framework had been agreed by the Health and Wellbeing Board in September of last year and formally launched on Carers Rights Day in November 2022. The strategy set out the vision that was to guide partnership approaches in the work to ensure that carers in Rotherham stay mentally and physically healthy, and economically active, for longer. Underpinning the strategy was a three-year roadmap, with each year grounded in a specific area of focus: creating carer cornerstones in year one (22/23), creating communities of support in year two (23/24), and solidifying a carer friendly borough in year three (24/25) and beyond.

To ensure Carers were supported when they have a breakdown in care through delivery of Carers emergency services,this service was commissioned by the Council. The service provided emergency care and support in situations when the unpaid carer becomes incapacitated and are unable to fulfil their role. This service aimed to provide interim cover to prevent admission to residential care and support people to remain at home.

Progress was also described regarding implementation of Priority 2, to support local people to lead healthy lifestyles, including reducing the health burden from tobacco, obesity and drugs and alcohol. This work linked into the Prevention and Health Inequalities Group.

Ongoing work to identify and treat inpatient smokers as part of the QUIT programme was noted.The treatment of tobacco dependence was established at TRFT across all inpatient pathways. This included mandated smoking status screening at point of admission with automated notification of all smokers to the Tobacco Treatment Team. KPI data from January 2023 showed 89% of inpatients had smoking status recorded within 24 hours of admission, and 69% of smokers received a specialist assessment from a Tobacco Treatment Advisor.

Rotherham had shown a steady increase over the last 4 months for alcohol successful completions and had shown an increasing trend over the previous 10 months for non-opiate completions,whereas the England average had remained static. Rotherham had exceeded National averages in Q3 data. It was noted that figures from 2023/24 may have been impacted by some expected disruption caused by a change of provider. However, the new service model, once embedded, was anticipated to have a positive impact in the longer term.

A partnership plan focussed on tobacco had been developed and presented to the Board.The Tobacco Control Action Plan was presented to Health and Wellbeing Board in January. The Tobacco Control Steering  ...  view the full minutes text for item 75.

Presentation by Ben Anderson, Director of Public Health, and Rebecca Woolley, Public Health Specialist

Consideration was given to a presentation by Director of Public Health Ben Anderson and Public Health Specialist Rebecca Wooley in respect of progress in prevention and health inequalities. The presentation covered five priorities, including strengthening understanding of health inequalities, developing healthy lifestyles, supporting prevention and early diagnosis of chronic conditions, promoting equity of care, and harnessing partners roles as anchor institutions.

Priority 1, Strengthen our understanding of Health inequalities, involved three areas of activity: improving the understanding of health inequalities in Rotherham, ensuring that partners have access to bespoke data products, and ensuring that data around health inequalities informs commissioning, decision-making and service-delivery.

There were three key areas of progress relating to Priority 1: development of an interactive health inequalities tool, research around the impacts of the COVID-19 pandemic, and delivery of MECC and JSNA training. Next steps were to explore opportunities to rollout training around health inequalities, picking up on the findings from the SY Health Inequalities Event; profiling each of the inclusion groups outlined within the strategy; exploring opportunities to build primary care data into this programme of work, including the development of PCN profiles; and considering asset-based community development and understanding of communities as part of the approach to tackling health inequalities.

Priority 2, Develop healthy lifestyles - prevention pathway, involved action to

reduce the prevalence of smoking in Rotherham and narrow the gap between our most and least deprived communities; increase the proportion of people in Rotherham who are a healthy weight; reduce alcohol-related harm for people in Rotherham; and support older people in Rotherham to retain their independence and age well.

Key areas of progress had been achieved, including an umbrella prevention brand was in development to support with upstream prevention messaging and campaigns; RotherHive was being expanded to incorporate sections on healthy eating, physical activity and smoking; a local tobacco control action plan and e-cigarette policy had been agreed by the Health and Wellbeing Board in January; work to embed the compassionate approach to weight had started, including training and development and changes to commissioning and service delivery; the OHID approved drug and alcohol grant funding project plans had been agreed; and an action plan had been developed from appreciative enquiry approach to address broader physical activity aims with stakeholders.

Next steps regarding these workstreams were noted, including work to launch and utilise the prevention brand to engage with local people around their health and wellbeing; to continue to develop the RotherHive resources to support with signposting and local people finding local advice and support; and to map the support available to help with the modifiable risk factors associated with poor health in Rotherham, with a focus on identifying inequities and variation across Rotherham.

Priority 3, Support the prevention and early diagnosis of chronic conditions, comprised several key aims, including reducing the health burden of cardiovascular disease in Rotherham, improving the management of diabetes, reducing the health burden of chronic respiratory disease in Rotherham, increasing the proportion  ...  view the full minutes text for item 76.

Presentation by Ben Anderson, Director of Public Health, and Laura Koscikiewicz, Chief Superintendent, SYP

Consideration was given to a presentation by Ben Anderson, Director of Public Health, and Laura Koscikiewicz, Chief Superintendent of South Yorkshire Police which described partnership efforts in relation to combatting drugs. A National 10 Year Drug Strategy aimed to break drug supply chains, deliver a world class treatment and recovery system, and achieve a shift in the demand for drugs.

Timelines for National Outcomes were noted.By the end of 2024/25 it was expected that the whole-of-government mission will have:

•       prevented nearly 1,000 deaths

•       delivered expansion of treatment capacity

•       contributed to the prevention of 750,000 crimes

•       closed over 2,000 more county

•       delivered 6,400 major and moderate disruptions of activities of organised criminals,

•       significantly increased removal of criminal assets,

Anticipated Rotherham Outcomes by the end of 2024/2025 were:

•       440 additional adults in treatment, 25 young people in treatment

•       Increase continuity of care between prison discharge and engagement in treatment to 75%

•       38 additional people to attend residential rehab in 2024/25

Progress in relation to the ask of Local Place included an established CDP including geography, core membership, SRO and additional roles; agreed Terms of Reference, a completed Needs Assessment, and a Draft Action Plan created/in development.

Rotherham Combatting Drugs Partnership was described. A Guidance for Local Delivery Partners document set out how local partners in England should work together to reduce drug-related harm and join up across sectors and a framework for local drugs strategy partnerships referred to as Combatting Drugs Partnerships.

Aims included:

•       Work together to understand the local population and how drugs and alcohol are causing harm in your area

•       Identify challenges in the system and the changes needed to address them

•       Identify, consider and/or support external funding opportunities to enhance or increase the partnership’s ability to deliver its responsibilities and objectives.

•       Complete the key tasks below as set oDrug and Alcohol Health Needs Assessment (HNA), 2022

•       Complete drug and alcohol covid impact assessment (in progress)

•       Complete a Rotherham Drug Market Profile, 2022

•       Submit updates to the Safer Rotherham Partnership

•       Management of Risk in Law Enforcement Documents

•       Drug markets and drug misuse MoRiLE rationale document

•       Country lines non scored document

•       OCG MoRilE Rationale Document

•       Vulnerable adults non scored document

•       Alcohol misuse non scored document

•       Family Hub Needs Assessment (in progress)

•       National Programme on Substance Abuse Deaths (NPSAD) data (awaiting)

•       Pharmaceutical Needs Assessment 2022

•       Existing inspection reports

•       CGL 2022 CQC report

•       Joint Combatting Drugs Unit

Needs Assessment Highlights were described. It was noted that successful completion of drug treatment was lower than national average. Within Rotherham there were four Organised Crime Groups (OCGs) that were believed to be actively involved in County Lines activity. There were 708 recorded drug offences in Rotherham for 2020-2021. Community engagement told us that families were concerned about young people being drawn into drug taking. Feelings of safety surveys identified drug and alcohol misuse as reasons people  ...  view the full minutes text for item 77.

Gilly Brenner (RMBC), with Norsheen Akhtar, Yorkshire Sport Foundation, to present

Consideration was given to a presentation by Consultant in Public Health Gilly Brenner on behalf of partnership work by Rotherham MBC and Yorkshire Sport Foundation in respect of a Physical Activity Action Plan.  Norsheen Akhtar, from Yorkshire Sport Foundation, led on this work. This presentation was a six-month update. This was an update on the progress of the work previously described to Health and Wellbeing Board in September 2022. Health and Wellbeing Board members were supportive of the process of undertaking a review of physical activity which was done by Sam Keighley of Yorkshire Sport. This led to the development of four key priorities. An appreciative enquiry approach was then taken, with a series of workshops with a wide range of stakeholders to determine how to deliver these priorities. These workshops were held in July 2022, October 2022, and January 2023. In the final workshop, actions were proposed with key stakeholders agreeing to lead the delivery of actions. The workshops formed the Big Active Conversation, aims of which includednormalising physical activity / building a social movement, employers’ supporting the workforce to be active, front line workers confident to talk about and signpost to physical activity, and strengthening social prescribing, including embedding physical activity.

Priorities and associated actions were described:

•       Active Champions

•       Promoting physical activity through community champions

•       Promoting physical activity through workplace champions

•       Monitoring progress of strategic physical activity work

•       Active Environments

•       Employers supporting the workforce to be active

•       Safer, open green and blue spaces

•       Incorporating activity into travel

•       Active Communities

•       Normalising physical activity in schools

•       Normalising physical activity in health settings and provision

•       Normalising physical activity through events or provision

•       Active Communications

•       Moving Rotherham communication plan

•       Facilitate effective signposting to physical activity opportunities

•       Facilitate networking and collaboration between physical activity champions

In discussion, the following points were raised:-

-       The importance of embedding physical activity within the health sector, including clinical pathways, was emphasised.

-       The importance of people being empowered to talk about the benefits of physical activity within their own communities was noted.

-       The workstream around provision for teenage girls was of importance as teenage girls had been identified as a group at risk to drop out of physical activity.

-       It was now statutory for physical activity opportunity to be equal for boys and girls.

-       In addition to normalising participation, having choice was fundamental.

-       The Children’s Capital of Culture included a strong physical activity element.

-       Thanks to Places for Leisure, a Big Sister programme was now being offered in addition to the big brother programme.

-       Swimming and swimming lessons were now being offered for Looked After Children and Care Leavers.

-       Thanks to partners, it was felt that much progress had been made together to address inequalities.

-       Diverting negative energy into positive interventions such as community boxing clubs promotes a safer, healthier community.

-       Any further nominations to the Moving Rotherham Partnership Board  ...  view the full minutes text for item 78.

Martin Hughes, Head of Neighbourhoods, and Leanne Dudhill, Service Manager (Human Resources), to present the refreshed Thriving Neighbourhoods Strategy, including strength-based approach

Consideration was given to a presentation of the refreshed Thriving Neighbourhoods Strategy presented by Martin Hughes, Head of Neighbourhoods, and Leanne Dudhill, Service Manager, Human Resources. The refreshed strategy included a strengths-based approach. The presentation offered a six-month update on the ward priorities and how these linked into the strategic aims. These aims sought for ‘Every neighbourhood in Rotherham to be a thriving neighbourhood, where people are able to work together to achieve a good quality of life.’ Further, the Strategy worked toward ‘Ensuring communities are at the heart of everything we do to make people feel happy, safe and proud.’ The Strategy sought to achieveneighbourhoods that are safe and welcoming with good community spirit; and residents who are happy, healthy and loving where they live, with the opportunity to use their strengths, knowledge and skills to achieve what is important to them.

The Strategy provided a framework for key actions:

•       Enhance the role of Councillors as community leaders

•       Ask and listen to communities about the things that matter to them

•       ‘Work with’ communities rather than ‘doing to’

•       Build on the strengths and assets within our communities

•       Empower communities to do things for themselves

•       Support people from different backgrounds to get on well together

•       Build trust and pride

•       Promote early intervention and prevention

•       Improve services that are personalised and flexible

•       Find local solutions to reduce the impact of the cost-of-living crisis

A consultation was live to ensure communities have a say in various aspects of how the Strategy is delivered, including promoting the Strategy, role of Councillors and Neighbourhood Working; informing the delivery of the strategy and an Equality Assessment – to be presented at Improving Places Select Commission (July 2023); informing Councillors ward priorities – updated June 2023; delivering events across all of Rotherham’s 25 wards; engaging in discussions with communities with protected characteristics; and online survey for the Consultation.

Place-based approaches were being used in the Strategy Delivery. This included a role for Councillors, council services, police, Primary Care Networks, Parish Councils, community groups, residents and others working collaboratively within a neighbourhood to tackle local priorities. These priorities were:

•       Environment – including street scene, parks and green spaces

•       Community safety & ASB

•       Community resilience & infrastructure, including cost-of-living

•       Children and young people

•       Transport & road safety

•       Cost of Living

•       Physical & mental health and well-being

•       Ward Plans – Rotherham Metropolitan Borough Council

The diverse roles of Councillors within the University of Birmingham’s Twenty-first-century Councillor were described, as well as the Strengths-based Approach. Within the authority, the personal assets were the strengths, talents, skills, and local knowledge. Community and neighbourhood strengths included spaces, networks and services. The Strengths-based approach recognises and builds on the skills, resources, knowledge, experience and heritage within our communities and empowers residents to find creative solutions to the local issues that matter most to them. A partnership training programme on the strength-based approach is in development.

As part of this  ...  view the full minutes text for item 79.

Ben Anderson, Director of Public Health, and Leonie Weiser, Policy Officer, to present

Consideration was given to an update on the Health and Wellbeing Strategy Action Plan presented by Ben Anderson, Director of Public Health, and Leonie Weiser, Policy Officer. The presentation noted DHSC guidance on ICP strategy and health and wellbeing Strategy.

•       HWBs would need to consider the integrated care strategies when preparing their own strategy (JLHWS) to ensure that they are complementary. Conversely, HWBs should be active participants in the development of the integrated care strategy as this may also be useful for HWBs to consider in their development of their strategy.

•       When the HWB received an integrated care strategy from the ICP, it did not need to refresh JLHWS if it considered the existing JLHWS sufficient.

In discussion, the Chair affirmed that Rotherham Place originated from Rotherham rather than from South Yorkshire.

Resolved:-

1)    To note the alignment between the ICP strategy and the Rotherham Health and Wellbeing Strategy.

2)    Aim sponsors to consider implications for their aims in light of the ICP strategy.

Consideration was given to a Memorandum of Understanding of the Role of Board Sponsors presented by the Public Health Policy Officer, Leonie Weiser.

The Chair noted the key role of sponsors in driving forward each aim.

In discussion, the interim lead was confirmed.

Resolved:-

1)    That the memorandum be agreed.

Sharon Kemp, Chief Executive RMBC, and Chris Edwards, Place Director NHS South Yorkshire Integrated Care Board, to report

Consideration was given to an update regarding items escalated from the Place Board, which was presented by Sharon Kemp, Chief Executive Rotherham MBC, and Chris Edwards, Place Director NHS South Yorkshire Integrated Care Board.Extreme pressure during the winter had been experienced. The Place coped with peaks in both COVID-19 and flu in January. The Health and Care Plan had been revised, and a first draft of the Place Plan would be brought to the next meeting.

Resolved:-

1)    That the update be noted.

The Chair to report

The Chair confirmed that the papers from the Better Care Fund Board would be circulated.

Resolved:-

1)    That the papers from the Better Care Fund be circulated.

Resolved:-

1)    That the report be noted.

Resolved:-

1)    That the report and recommendations be noted.

Resolved:-

1)    That the report be noted.

Resolved:-

1)    That the report be noted.

Resolved:-

1)    That the strategy be noted.

Minutes of meetings held on 16^th November, 2022 and 15^th February, 2023

Resolved:-

1)    That the minutes of the of the Rotherham Place Board Partnership Business meeting be noted.

Minutes of meetings held on 16^th November, 2022 and 15^th February, 2023

Resolved:-

1)    That the minutes of the Rotherham Place Board ICB Business meeting be noted.

Wednesday, 28^th June, 2023, commencing at 9.00 a.m. at Oak House, Moorhead Way, Bramley, Rotherham. S66 1YY