Agenda and minutes

There were no Declarations of Interest made at the meeting.

There were no questions from members of the public or the press.

There were no communications to bring to the attention of the Health and Wellbeing Board.

Resolved:-   That the minutes of the previous meeting held on 11th December, 2024, were approved as a true record.

Katy Lewis, Carers Strategy Manager, to present an update on the delivery of the Carers Strategic Framework

The Chair introduced Katy Lewis, Carer’s Strategy Manager to present the item.

The Carer’s Strategy Manager explained they intended to provide an update in relation to activities that contributed to the priorities of the Carer’s Strategic Framework.

The Borough That Cares Strategic Framework would conclude its three year term in March 2025.  The presentation delivered highlighted work undertaken during that period and focussed on the following areas:

Focus 1 - Carers Cornerstones

Focus 2 - Creating Communities of Support 

Focus 3 - Carer Friendly Borough

The Borough That Cares Strategic Group was formed to co-produce The Borough That Cares Strategic Framework 2022 – 2025.

The Strategic Group completed its objectives in October 2023 and was closed down having done its job, and The Borough That Cares Network was formed in November 2023.

Following terms of reference being agreed, the aim of the Network was to cast the net wider and increase representation of the carers of Rotherham. The Carer’s Strategy Manager expressed the view that the Network’s objectives and composition was much better as a result and had generated a positive inclusive culture.

One achievement was the work undertaken to support the stabilisation of voluntary sector carer groups and services. 

In May 2023, £100k from the Better Care Fund was allocated to the provision of small grants of up to £5k for projects to improve the health and wellbeing of carers.  A total of 19 grants were awarded to projects including physical activity, art therapy, mindfulness, creativity and crafts, and organisations were linked with Voluntary Action Rotherham (VAR) for stabilisation and to support with future funding bids.

Contact with those organisations was maintained and were being used to maximise access to hard to reach groups with respect to co-production, and with a particular view to those with protected characteristics.

Throughout, information, advice and guidance were refreshed based on information gleaned through partners, the Carers Conversation programme and through broader engagement interactions at events such as the Rotherham show.

This allowed the Council website to be updated, with Carers information pages re-designed in readiness for the launch of a new corporate digital platform.  This was designed to be a central hub of information and was populated with information, links and support signposting.

Within Adult Care, there were ‘Community Connectors’ who had gathered information over a number of years which was used to create a carers directory which was also included on the web pages, available in PDF format and printable so that it could be shared with advice navigators to ensure that it would reach the people who needed it.

There was also a bi-annual carers newsletter, 4 editions of which had been published, and aimed for co-production with the Carers Network for future editions.

With respect to Focus 2, the Carer’s Strategy Manager was a member of the Yorkshire and Humber Carers Lead Officer Network and the Rotherham Dementia Group.  This helped to map the activity of other groups.  The composition of the Yorkshire and Humber Carers Lead Officer Network  ...  view the full minutes text for item 56.

Chris Clark, Doncaster Council, to give a presentation to ascertain the impact and progress of the project

Chris Clark, Project Manager at One Adoption South Yorkshire, presented an update on the Foetal Alcohol Spectrum Disorder (FASD) project.

One Adoption South Yorkshire’s Project Manager explained that FASD occurred when pre-natal alcohol exposure affected the developing brain and body. FASD was a spectrum where each person with FASD was affected differently. While more than 400 conditions could co-occur, FASD was at its core a lifelong neurodevelopmental condition.

The project was established to:

-         Develop an accessible FASD (Foetal Alcohol Spectrum Disorder) diagnosis pathway.

-         Raise awareness across South Yorkshire within Health, Education and associated sectors.

-         Work with those affected by and supporting those affect by FASD to improve experiences.

FASD was thought to affect 3-5% of the general population and was believed to be more prevalent than ASD (Autism Spectrum Disorder) and ADHD (Attention Deficit Hyperactivity Disorder) in England.  However, there was the belief that up to 60% of children in adoptive services may be affected by FASD.

The effects of FASD included:

-         Executive Functioning; planning, problem solving, transitions, time management.

-         Memory; following instructions, long and short term memory, daily routines.

-         Adaptive Behaviour; understanding social cues and personal boundaries, emotional age, empathy.

-         Regulation; managing and expressing emotions, adaptability.

-         Cognition; attention, planning learning, organisation.

-         Motor and Sensory Skills; co-ordination, writing, reactions to sensory input.

-         Language; reaching developmental milestones, expressive and receptive language.

-         Attention; sitting still focussing on a task, impulse control.

-         Brain Structure and Functioning; brain and head circumference may be small (microcephaly).

-         Academic Achievement; maths, reading, time, money, comprehension.

Those different effects became apparent at different ages broadly between the range of 6 and 20 years.

The key project deliverables were:

-         FASD Pathway development and implementation.

-         Education Psychologists contributing to support for adopted children with FASD in schools.

-         Work with the Integrated Care Board (ICB) to develop an understanding of the effects of FASD and develop initial support services.

-         Reduction of temporary and permanent exclusions for adopted children with FASD.

-         Development of SEND support plans for children with FASD.

-         Work with virtual schools to design a single integrated offer across South Yorkshire.

-         Education Psychologists to link with universities, national and international research to develop approaches for supporting children with FASD.

-         Education Psychologists to work directly with adopted children with FASD.

There was a steering group in place to drive and deliver oversight of the project and a Prevention and Awareness Working Group led by Maternity and Midwifery Services. Contact was established with local MPs in order to encourage this being brought to the attention of Parliament in order to generate further support and with a view to implementing a national policy.

There was an Intervention and Support Group that considered what support was available for different age groups across South Yorkshire identified what service gaps existed and considered ways to bridge them.

Assessment and diagnosis remained a developmental area as a result of issues identifying appropriate partners and clinical leads  ...  view the full minutes text for item 57.

Andrew Bramidge, Strategic Director of Regeneration and Environment, and Chief Superintendent Wright to present

Andrew Bramidge, Strategic Director of Regeneration and Environment, provided an update on Aim 4 of the Health and Wellbeing Strategy. 

The Strategic Director set out the four strategic priorities within Aim 4.  They were to:

-         Deliver a loneliness plan for Rotherham.

-         Promote health and wellbeing through Arts and Cultural initiatives.

-         Ensure Rotherham people were kept safe from harm.

-         Develop a borough that supported a healthy lifestyle.

Health and Wellbeing Board members were advised that 19% of Rotherham residents reported feeling lonely, versus 22% nationally.  The recorded prevalence of depression in adults was 17%, versus 13% nationally and the percentage of physically active adult in Rotherham was 64%, versus 67% nationally.

The Strategic Director expressed the view that, whilst loneliness was lower in the Borough than the national average, almost 1 in 5 residents experiencing loneliness remained quite stark, and in conjunction with the remaining data painted a statistically troubling picture, which explained the rationale for the strategic themes.

They explained work that had been undertaken over the last 12 months which included:-

-         ‘Warm Welcome’.  Getting people into warm places and making social connections.

-         11 Loneliness sessions were delivered drawing 122 attendees.

-         13 Early Intervention and Prevention Fund grants were allocated to the voluntary and community sector to address loneliness and isolation.

-         The promotion of volunteering roles as a key way to bring more people out of isolation

-         Arts and Cultural Activities such as the Rotherham Show, which was attended by 45,000 people, and the Children’s Capital of Culture for which events were commencing the coming weekend.

-         Funding bids submitted to deliver projects aimed to get people more involved in their local communities and places.

-         The promotion of activities and initiatives via social media.

-         Collaborative work with the South Yorkshire Fire and Rescue Service (SYFR) to raise fire safety awareness through online learning and information sharing initiatives intended to enhance public safety.

It was reported that the Council also had the intention to make further investments in safety and security in the Town Centre, working closely with the Police to increase the visible presence and enhance public confidence in its safety as a result of concerns identified through consultations undertaken over the Summer.

The Strategic Director of Regeneration also reported that a bid had been made to Sport England which looked to enhance locally based and inclusive physical activity over the coming year.

Challenges were expected in relation to funding for the Rotherham Show in 2025, but work was underway to find alternative funding sources to support the show to continue at its existing scale.

The Chair thanked the Strategic Director of Regeneration and Environment for the presentation and invited questions and comments from members.

The following points were made and issues raised and responded to during the discussion that followed:

-         It was noted that there was lots of positive work taking place to address loneliness and isolation.  The award winning social prescribing programme had supported in excess  ...  view the full minutes text for item 58.

Garry Newton, Housing Development Intelligence Co-ordinator, to present the consultation to the Board

The Chair invited Garry Newton, Housing Development Intelligence Co-ordinator to present the 2025 to 2028 Housing Strategy consultation.

It was outlined that there was a 30 year vision which had commenced in 2012, and underwent refresh every 3 years to ensure the priorities within the Strategy remained current and relevant.  The intention was to publish the 2025-2028 Housing Strategy this year.

Consultation commenced in August 2024 and ran over 12 weeks.  This included an online survey and attendance at various events. It was determined that the following aims of the 30 year vision remained relevant:

-         People living in high quality homes, whether in social rented, private rented or home ownership sector.

-         Rotherham Council playing its part by being the best housing provider in the country, delivering high quality services and support, and peaceful and well managed neighbourhoods.

-         A smaller gap between the most and least disadvantaged neighbourhoods, so that all of Rotherham’s people can live in safe, healthy and vibrant communities.

-         No households living in homes that are poor in terms of energy efficiency.

A fifth aim had been introduced following consultation in 2015:

-         Create a revitalised town centre with a new urban community.

The priorities in the current Strategy were:

1.      High Quality New Homes

2.      Affordable Housing To Meet Local Need

3.      Investing In Existing Homes

4.      Bringing Empty Homes Back Into Use

5.      Supporting People To Live Independently

6.      Strengthening Communities

The online survey garnered 337 responses, which provided a broad representation of the Borough both geographically and demographically which was pleasing.  Affordable hosing remained the highest priority for most groups and bringing empty homes back into use was a close second.

There was also a good degree of engagement at the Rotherham Show, which broadly reflected the same outcomes in terms of priorities as the online survey.

Council housing stock was decreasing due to the Right To Buy scheme, whilst house prices had increased, which was the expected future trajectory, alongside rental fees.  Data indicated that the gap between household income and property prices had widened significantly between the late 1990’s and the present day from 2.7 times average income to 5.5, and a spike in private rental was also seen over the last few years.

In the first draft of the new Strategy, the current 6 priorities were combined into 4:

1.      Investing in existing homes: Improving the safety, quality and energy efficiency of existing homes.

2.      High quality new homes and affordable housing to meet local need: Building more high quality, sustainable and affordable new homes.

3.      Supporting people to live independently: Supporting our residents to live independently.

4.      Strengthening communities and bringing empty homes back into use: Ensuring that our neighbourhoods are safe, happy and thriving.

There were 3 themes throughout the document:

-         Improving Health

-         Reducing Carbon Emissions

-         Reducing Inequalities

Those interlinked themes were included due to the acknowledged link between housing and health such as damp and mould issues being addressed leading to reduced  ...  view the full minutes text for item 59.

Sunday Alonge, Policy Advisor/Ben Anderson, Director of Public Health, to provide an update on the health and wellbeing strategy action plan

Sunday Alonge, Policy Officer, provided an update on the Health and Wellbeing Strategy Action Plan.

In relation to Aim 1: All children get the best start in life and go on to achieve their full potential, action 1.7, relating to the need to continue to support children and young people’s mental health and wellbeing.  The Special Educational Needs Co-ordinator (SENCo) Network Meeting continued to be held regularly, and arrangements were made for CAMHS and education colleagues to review the implementation of the SEMH (Social, Emotional and Mental Health) Continuum of Need and competency framework in March 2025.

In relation to Aim 2: All Rotherham people enjoy the best possible mental health and wellbeing and live a good quality of life, action 2.3, the refresh and delivery of better mental health, progress had continued according to plan across all main themes. 

With respect to action 2.4, the promotion of suicide and self-harm awareness training, Zero Suicide Alliance training continued to be promoted across the partnership, including the Autism and Suicide module, and a suicide prevention awareness session was delivered during Safeguarding Awareness Week by the Public Health Specialist and the Mental Health Clinical Lead.

In relation to aim 2.5, delivery of the ‘Be The One’ campaign, targeted messaging had continued and Amparo opening times were promoted over the holiday period to promote access and awareness.

With regards to Aim 3: All Rotherham people live well for longer, action 3.10 relating to partner engagement in the DARD (Drug and Alcohol Related Death) review process, the 2025 review panel dates had been set and work was ongoing to develop processes to collect, evaluate and utilise information relating to drug and alcohol related deaths.

In relation to cross-cutting priorities, action 5.6 regarding ensuring that local services are informed and able to co-produce responses to cost of living pressures, the Community Group was working hard to ensure those who were not accessing pension credits but were entitled to it were supported to access them.

Action 5.9 under cross-cutting issues in relation to the annual refresh of the JSNA (Joint Strategic Needs Assessment), all 2025 updates had been planned  and relevant colleagues were to receive training on how to use the data and dashboards for planning purposes.

Resolved:-  That the Health and Wellbeing Board noted the presentation.

The Chair noted that changes had been made to the Health and Wellbeing Board Terms of Reference.

An area highlighted was the Board’s role in relation to the Child Death and Overview Panel (CDOP).  It was emphasised that it was the Panel’s role to review child deaths; the role of the Health and Wellbeing Board was that of monitoring and oversight in relation to the process and the production of the annual report.

It was noted that the aims set out in the refreshed terms of reference were those that applied to the previous 5 years, so if agreed, they would need to be brought back before the Board for further update.  This was confirmed to be understood.

Resolved:-  That the refreshed Terms of Reference be approved as submitted.

(a)  SY ICB Response National 10 Year Health Plan

(b)  Our Changing Landscape - The Independent Investigation into the NHS, NHS Change Conversation and forthcoming NHS 10 Year Health Plan

(c)  Darzi Report and the National 10 Year Health Plan

Chris Edwards, Executive Place Director NHS South Yorkshire Integrated Care Board (ICB), advised that there were two matters to bring to the Board’s attention.

Firstly, in terms of winter pressures, very high activity was seen, but at manageable levels. Performance was similar to that of previous years, with a notable peak in flu prevalence in the week after Christmas and into the New Year placing high pressure on the system.

This had subsequently dropped and data was being monitored to assess whether that trajectory continued, or whether schools returning had resulted in increased transmission rates. It was reported that fairly high levels of flu were expected for the next 3-4 weeks.

Whilst there was no statistical data concerning flu vaccination uptake available, vaccination rates were good in the older at-risk age groups, whilst lower levels of uptake were observed in the younger at risk groups.  100% coverage of care homes was achieved.

Secondly, with respect to GP collective action, it was reported that this was relatively low in Rotherham.

The Chair offered thanks on behalf of the Health and Wellbeing Board to all involved in the delivery of NHS services through the challenging winter months.

The Chair invited Chris Edwards, Executive Place Director NHS SY ICB, to comment on the South Yorkshire ICB Response to the National 10 Year Health Plan and the Darzi Report.

Chris explained that the Darzi report was published in September 2024, having been commissioned by the new government to look into the state of the NHS.

This was a sobering read for anyone involved in the delivery of NHS services, but equally one where those involved could recognise the findings.  It was acknowledged that there was a general deterioration in NHS performance over the last 10-15 years and considered the factors that had contributed to that including low levels of growth in funding over that period of time.

The Darzi report was one of the contributors to the development of the 10 Year Health Plan.  Another significant input was the ongoing national consultation. The ICB contributed to that conversation at the beginning of December 2024 and encouraged all organisations and individuals to engage with that consultation.  The intention was that the 10 Year Health Plan would be published around the end of May 2025.

It was noted that changes in pre-costs and employers national insurance contributions would consume a significant amount of the additional budget allocation provided to the NHS so the financial and operating context remained very challenging.

Resolved:-  That the information provided be noted.

Minutes of meeting held on 20^th November, 2024

The minutes of the Rotherham Place Board (ICB Business) held on 20th November 2024, were submitted for information and noted.

Minutes of meeting dated 20^th November, 2024

The minutes of the Rotherham Place Board (Partnership Business) held on 20th November 2024, were submitted for information and noted.