Agenda and draft minutes

Health and Wellbeing Board - Wednesday, 9th March, 2022 2.00 pm

Venue: Committee Suite, Poole Civic Centre, Poole

Contact: Karen Tompkins, Democratic Services 

Media

Items
No. Item

31.

Apologies

To receive any apologies for absence from Board Members.

Minutes:

Following a change in membership there was currently no Chair and as the Vice-Chair had apologised for the meeting Sam Crowe, Director of Public Health, took the Chair for the start of the meeting to take the Board through the first three items on the agenda.

 

Apologies for absence were received from Tim Goodson, Cathi Hadley, Scott Chilton, Chief Constable, Sally Sandcraft CCG, Richard Jenkinson, Debbie Fleming, Karen Loftus and Marc House.  The Board was informed that Graham Farrant, Chief Executive, BCP Council was hoping to join the Board at approximately 3 pm and apologised for not being able to attend the meeting from the start.

  

32.

Substitute Members

To receive any changes in the membership of the Board.

 

Minutes:

The Board was advised of the following substitutes for this meeting:

  • Rachel Gravett for Cathi Hadley
  • Steve Place for Karen Loftus

 

33.

Election of Chairman

Following a change in membership the Board is asked to elect a Chairman, for the remainder of the 2021/22 Municipal Year.

Minutes:

Councillor Karen Rampton was nominated and seconded for Chair.  There were no other nominations and Councillor Rampton took the role of Chairman for the remainder of the Municipal Year.

 

34.

Declarations of Interests

Board Members are requested to declare any interests on items included in this agenda. Please refer to the workflow on the preceding page for guidance.

Declarations received will be reported at the meeting.

Minutes:

There were no declarations of interest made for this meeting.

 

35.

Public Issues

To receive anypublic questions, statementsor petitions submitted in accordance with the Constitution,which is available to viewat the following link:

 

https://democracy.bcpcouncil.gov.uk/ieListMeetings.aspx?CommitteeID=151&Info=1&bcr=1

 

The deadline for the submissionof a public question is4 clear working days beforethe meeting.

 

The deadline for the submissionof a public statement is middaythe working daybefore themeeting.

 

The deadlinefor the submission of a petition is10 working days before the meeting.

 

 

Minutes:

There were no public issues for this meeting.

 

36.

Confirmation of Minutes pdf icon PDF 248 KB

To confirm and sign as a correct record the minutes of the Meeting held on 14 October 2021.

 

Minutes:

The minutes of the meeting of the Board held on 14 October 2021 were confirmed as a correct record.

 

Voting: Agreed

 

37.

Membership of the Board

The Board will be updated on recent changes to the membership.

Minutes:

The Board was updated on the changes in membership. The following new Members were welcomed to the Board.

 

  • Councillor Mohan Iyengar Portfolio Holder for Tourism and Active Health replacing the previous Chair Councillor Nicola Greene.
  • Councillor Jane Kelly Lead Member for Communities – replacing Councillor Bobbie Dove.

 

38.

Living with Covid

The Board will receive an update on the above.

Minutes:

The Director of Public Health updated the Board on living with Covid and in particular the continuing response to Covid in the light of the changes to the national strategy which were announced on the 21 February 2022 and implemented the Living with Covid Plan.

 

The Director of Public Health referred to the peak of Omicron in January followed be a reduction in rates throughout late January and early February with an increase partly driven by the return of schools.  The Board was informed that infection rates in the BCP Council area appeared to be falling similar to other Councils in the Southwest. He explained that there was a change in the way that testing services were being used with free testing ceasing on 1 April 2022 and therefore this was no longer an effective way of local surveillance for Covid. The Board was advised that in its place was a national prevalence survey which was run by the Office of National Statistics and carried out every couple of weeks which provided reasonable estimates of the proportion of the population who had Covid. The Director of Public Health reported that there had been a 40% fall off rate in testing due to a change in behaviour.

 

The Director of Public Health reported on the role of the Health and Wellbeing Board.  He explained that in light of the national strategy it was proposed to pause the Local Outbreak Engagement Board for now as the national plan indicated a return to straight forward public health measures.  The Board was reminded that the strategy announced by the Prime Minister had triggered a number of changes with the lifting of all legal restrictions and regulations. There was a move towards a focus on the highest risk settings and the most vulnerable moving away from a public health approach of testing and breaking chains of transmission. 

 

The Board was advised that the Health Protection Board would be maintained which was a multi-agency body operational since the start of the pandemic.  That Board’s remit and focus would shift slightly and would also look at other infections.  The Director of Public Health explained that the Board would need to ensure that there was an effective, efficient and robust health protection function in the integrated care system.

 

He reminded the Board of the changes in regulations relating to Covid including stopping the national test and trace scheme and outlined the implications for the two teams that were operating under both Councils.  The Board was informed that there were ongoing discussions with the teams and the Director of Public Health thanked them for the work that they had undertaken.  He explained that some staff may be joining the day response team and others were discussing redeployment opportunities with both Councils.

 

The Director of Public Health reported that there was no evidence currently of new variants in the Country.  He explained that if the situation changed there would be a need to stand up resources. Public Health were in  ...  view the full minutes text for item 38.

39.

Update on the development of the Integrated Care Partnership Strategy and the role of the Health and Wellbeing Board

To update Members on the ICP Strategy and the role of the Board.

Minutes:

The Director of Public Health reported on the Integrated Care Partnership Strategy and the proposed approach. He explained that he was delighted that he had been given the opportunity to lead on this piece of work and. that he would be the senior responsible officer for developing the Integrated Care Partnership Strategy. 

 

The Board was advised that it provided a great opportunity for setting a level of ambition and expectation in the system as it changes and to identify the issues, outcomes and opportunities for integration in the system from a range of different sources that were important but equally asking what residents in our communities, feel was important and would like to make progress on.  The Director of Public Health explained the proposed change in behaviour in developing the strategy by having upfront conversations about what was important before developing the strategy for the system.

 

The Director of Public Health explained that the key element was to ensure that the message was right to emphasise that the strategy was developed in an open and inclusive way.  The Board was informed that it was proposed that there would be an interim strategy by the Autumn, which was a national requirement, and the rest of the system would then be asked to develop their strategies off the back of the partnership strategy in particular the NHS Integrated Care Board. The Director of Public Health highlighted that if good engagement processes were underway right from the start this should create a rolling programme of engagement.  He asked the Board the following key questions:

 

  • Do you agree with the 6-month timescale and approach?
  • Do you agree with the design principles for development of the strategy?
  • How does the ICP Strategy and Health and Wellbeing Strategies join up?
  • What are the 2-3 questions we need to ask communities?

 

The Director of Public Health explained that the strategy should complement the Health and Wellbeing Board strategies and that what was key for the Health and Wellbeing Board should be reflected in the Integrated Care Partnership Strategy. Therefore, it was about an opportunity to start conversations with communities and the key questions may then become more apparent as part of that process.  The Director of Public Health referred to the hierarchy/structure as set out in the national guidance with Health and Wellbeing Boards being asked to approve the Integrated Care Partnership Strategy.  He emphasised that there was a legal duty to have regard to what was said in the Integrated Care Partnership Strategy when developing the strategic plans of the integrated care system organisations which would include the new integrated care board who would be asked to deliver its five-year plan early in 2023. 

 

The Director of Public Health explained that it was a great opportunity to set the overarching framework and ambition for what we would like to see all of our organisations working on.  He reported that part of the process was understanding and identifying the areas that when working together can add the  ...  view the full minutes text for item 39.

40.

Summary of the Joint Strategic Needs Assessment

To provide an overview of the Joint Strategic Needs Assessment.

Minutes:

The Board received a presentation providing an update on the Joint Strategic Needs Assessment – JSNA from Natasha Morris, Public Health.  She explained that the presentation would cover the process for the assessment, an update on the format and an opportunity for a discussion on outcomes/areas of concern.

 

The Board was reminded that the JSNA was a statutory requirement to undertake a continuous process of strategic assessment and planning with the key aim being to identify priorities for health and wellbeing.  The JSNA provided an evidence base around health and well-being drawing out needs and priorities and therefore can provide narrative on priorities for inclusion in other strategies.  Natasha highlighted the JSNA website which included data and needs assessments which were useful when putting funding bids together and for service planning and commissioning.

 

The Board was informed that the JSNA included many strands of insight which had been developed over the last couple of years.  Natasha explained that traditionally the JSNA was data driven whilst highlighting that there has been value in the wider insights including talking to people who work directly working with communities and understanding what kind of issues they were seeing.  She commented on participatory workshops with stakeholders including falls and emergency admissions which built the big picture of needs looking at data and insights across the system as well as breaking it down into geographical areas and locality profiles.  The Board was informed that this had been pulled into an annual thematic narrative on the strategic health and wellbeing issues for BCP which was currently being updated and would be brought back to the Board. 

 

The Board’s input was sought on the proposed structure for the update with the narrative covering the following three areas

 

  • Health of Our Communities
  • Health and Care themes
  • Integration opportunities  

 

The Board undertook interactive sessions using slido.com to respond to questions and provide feedback on the JSNA.  The Chair asked who had identified the proposed categories. Natasha explained that the aim was to cover the whole picture of health and wellbeing needs looking at health in general and population health outcomes such as life expectancy, healthy life expectancy and deprivation and how the system interacts.  The Chief Operations Officer asked if there was anything that was considered but not identified as a category.  Natasha confirmed that nothing had been excluded but she was keen for feedback from the Board.   The Director of Public Health reported that this related to the previous item and the need for a view from the Board in leading our places in the BCP Council area and providing clear signals on the what the integrated care partnership strategy should be focussing on rather than a data directory of health facts.  Jess Gibbons referred to the barriers to having healthy communities and the opportunities to inform the Council’s Local Plan and Transport Plan in shaping the Council’s policy around place with prevention and early intervention whilst emphasising the need to unlock the barriers.   Rachel Gravett in reflecting on  ...  view the full minutes text for item 40.

41.

Update from the Poverty Truth Commission

Representatives from the Commission to provide an update on the development and progress of the Poverty Truth Commission for the BCP area.

 

 

 

Minutes:

The Board received a presentation from Emily Bradbury and Angela Fendley on the set up of the Poverty Truth Commissions in Bournemouth, Christchurch and Poole. The aim of the presentation was to explain the “why, what and how” in respect of the Commission and how it intersected with the Board’s work.

 

Emily Bradbury explained that back in 2020 a group working in different settings was considering the injustice of poverty and in particular hearing first-hand from those suffering in poverty. She highlighted that the status quo just was not good enough and therefore action needed to be taken.  This Group had heard about Poverty Truth Commissions operating elsewhere in the country and asked if that would be a helpful approach to bring to the BCP area.  As a result, early in 2021 meetings were set up with a broad range of local leaders and grassroots representatives to explain what a poverty truth commission was and asking the question was now the time to bring such a commission to the conurbation. Emily reported that there was an overwhelming and resounding yes.

 

A short video explaining how Poverty Truth Commissions operated, was shown. It explained that a commission acknowledged that there were two types of experts, professionals and those who were living on a daily basis with the struggle against poverty. The question was what could happen if we could find ways to bring both of these types of experts into the same room in a way that genuinely enabled both parties to contribute to finding solutions. It began with the community commissioners defining the issues that they want to tackle, and the civic and business commissioners would be identified namely local leaders who hold power, authority and decision-making capacity in the relevant areas.  The Leaders were then invited into the community commissioners’ space to create a safe space and the meetings would be facilitated to ensure that everyone was comfortable.  Emily emphasised that the Poverty Truth Commission works out of relationships and once relationship building has happened it was a matter of bringing both experts together to co-produce the solutions.

 

Angela Fendley advised the Board of the development of the team, their roles and outlined the timeline for the development of the commission which would run for 2 years over 4 phases.  She explained that the Commission aligns with the ABCD approach and co-design with communities.  The Board was asked to recommend potential community commissioners and outlined the role of the civic/business commissioners.  Emily touched on her work in recruiting community commissioners and how moving the process had been when hearing the experiences and that the Commission was trying to bridge the gap.

 

Councillor Kelly reported that she was working with Emily and Angela on the process and welcomed the funding support from the Director of Public Health.  She emphasised the importance of the Commission as it aligns to the strength-based aspirations, and we want to listen to people and ensure that people listen to each other so that we can  ...  view the full minutes text for item 41.

42.

Forward Plan pdf icon PDF 170 KB

The Board is asked to consider the development of the Forward Plan.

Minutes:

The Board considered the Forward Plan.

 

The Director of Public Health suggested that a development session be arranged on the JSNA in May prior to sign off by the Board.

 

RESOLVED that the Plan be supported subject to the above.

 

43.

Calendar of Meetings for the Board

The Board is asked to agree the following dates for future meetings:

9 June 2022 at 10 am

13 October 2022 at 10 am

Minutes:

The following proposed dates had been circulated with the agenda.

 

9 June 2022 at 10.00 am

13 October 2022 at 10.00 am