Agenda and minutes

To receive any apologies for absence from Councillors.

Apologies for absence had been received from Cllr Richard Burton, Betty Butlin, Cathi Hadley, Matthew Bryant, Heather Dixey, Karen Loftus and Marc House.

To receive information on any changes in the membership of the Committee.

Note – When a member of a Committee is unable to attend a meeting of a Committee or Sub-Committee, the relevant Political Group Leader (or their nominated representative) may, by notice to the Monitoring Officer (or their nominated representative) prior to the meeting, appoint a substitute member from within the same Political Group. The contact details on the front of this agenda should be used for notifications.

Rachel Trickey substituted for Karen Loftus, Stuart Gillion substituted for Marc House and Rachel Gravett substituted for Cathi Hadley.

To confirm and sign as a correct record the minutes of the Meeting held on 18 December 2023.

The Minutes of the Meeting held on 18 December were confirmed as an accurate record subject to the addition of Siobhan Harrington’s apologies being recorded.

Councillors 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.

There were no declarations of interest received on this occasion.

To receive any public questions, statements or petitions submitted in accordance with the Constitution. Further information on the requirements for submitting these is available to view at the following link:-

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

The deadline for the submission of public questions is midday, 3 clear working days before the meeting.

The deadline for the submission of a statement is midday the working day before the meeting.

The deadline for the submission of a petition is 10 working days before the meeting.

There were no public issues received on this occasion.

To share with the board the latest annual update of the Bournemouth, Christchurch and Poole Joint Strategic Needs Assessment Narrative

The Team Leader Intelligence, Public Health Dorset, presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'A' to these Minutes in the Minute Book.

Each Health and Wellbeing Board should produce a Joint Strategic Needs Assessment under the Health and Social Care Act 2012.

A Joint Strategic Needs Assessment (JSNA) looked at the current and future health and wellbeing needs of the local population. It provided an evidence base, pulling from both qualitative and quantitative data, of health and wellbeing needs to support planning and commissioning and preparation of bids and business cases.

Locally, the Joint Strategic Needs Assessment was co-ordinated by Public Health Dorset, on behalf of both BCP and Dorset Health and Wellbeing Board’s. An annual JSNA narrative was produced for each Board, highlighting data trends and qualitative insights relevant to the Board’s local population.

The latest update collated insights from engagement on key health and wellbeing issues with Integrated Care System (ICS) organisations, health data and insight developed by ICS Intelligence/ Research teams including Healthwatch Dorset and qualitative insights from Local Authority resident’s surveys and the Integrated Care Partnership 100 Conversations project.

The purpose of this report was to share with the board the latest annual update of the Bournemouth, Christchurch and Poole Joint Strategic Needs Assessment Narrative.

The Board considered the document and comments were made:

• In response to a query regarding what had changed from previous narratives, the Board was advised that a lot of the key national indicators were quite steady however what was different this year was the local insight from the 100 Conversations work which provided information regarding people’s experiences of services.
• In response to a query from Healthwatch whether there were any gaps within the local insights which formed the JNSA, the Board was advised of two areas where more insight and exploration was needed which were mental health and wellbeing in the cost of living crisis and people who were living with multiple long term conditions.
• The Board was reminded that it was responsible for maintaining the JNSA and what was important was how it used the information to consider and influence changes and improvements in models of care.
• In response to a query regarding information regarding local access to services and necessary transport links, the Board was advised that data was available and was currently used when considering pharmaceutical needs assessments, but consideration could be given to how this data could be further utilised.
• The Vice Chair challenged the Board regarding how it used the information within the JNSA to consider where it could provide the greatest positive impact.  An area identified within the assessment was higher than comparators levels of hip fractures within BCP and consideration to earlier intervention was required.  It was highlighted that improvements in this area would not solely be the responsibility of health partners and that collaborative work within communities to identify residents at a higher risks of falls and what could  ...  view the full minutes text for item 28.

To update the board on the output from the development session, held to consider next steps in updating the strategy. The over-riding message from board members was to focus more on practical actions to improve prevention and integration through the place-based partnership, with a light touch refresh of the HWB strategy. This paper proposes some areas for board members to consider, along with next steps for developing the partnership.

The Director of Public Health presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'B' to these Minutes in the Minute Book.

A development session was held in December 2023 to discuss approaches to refreshing the strategy. Members considered the draft findings of the JSNA, the council’s corporate strategy, and the overarching aims of the integrated care system strategy, Working Better Together.

Feedback from the session recognised the need for a focus on action, especially getting clarity on priority work programmes for the emerging place-based partnership. The existing strategy’s themes were broad enough to serve as a framework. Members felt the emphasis should be on action through the place-based partnership rather than spending time refreshing the strategy.

Members recognised their leadership role in supporting a strong place-based partnership. The Board would offer a lead governance role to the partnership, to enable delivery, championing early help and prevention.

The purpose of the report was to update the board on the output from the development session held to consider next steps in updating the strategy. The over-riding message from board members was to focus more on practical actions to improve prevention and integration through the place-based partnership, with a light touch refresh of the HWB strategy. The report proposed some areas for the Board to consider, along with next steps for developing the partnership.

The Board discussed the report and comments were made, including:

• A Board Member was pleased that both reports presented at the meeting had highlighted issues around local housing including its affordability, lack of provision and the impact that had on the health and wellbeing of people.
• In response about a concern regarding avoiding duplication of work, the Board was advised of the operating system being worked on by the Integrated Care Board and the Board’s responsibility in challenging and holding place based partners to account.
• The Board was advised of the mapping work being undertaken by the Community Safety Partnership and the reasons for it.  A Board Member advised of the potential to link that work in with the Access to Community Support Service project which included a digital service finder mapping services and activities in voluntary and community services.
• There was some discussion about how the output of the development session could be progressed further into tangible actions and the need for the Board to communicate and engage with stakeholders and public was highlighted.
• The Corporate Director for Wellbeing welcomed the Board’s views on the report and detailed the next steps which included bringing a more detailed action plan and ambitions to the next meeting.
• The Board was also advised of the ongoing work regarding Integrated Neighbourhood Teams which included a working group of stakeholders and two pilot areas within BCP.
• The Director of Public Health acknowledged the need to be more explicit in the partnership working and engagement and advised the Board a draft strategy and more detailed delivery plan could come back for  ...  view the full minutes text for item 29.

To consider the Board’s Forward Plan.

The Board discussed the Forward Plan, and it was noted that the items for April would include the draft strategy and action plan for the Board and further information on the Integrated Neighbourhood Teams pilots.

It was requested that the place based partnership report from PwC be removed from the Forward Plan as it was felt that was no longer relevant and had been considered in the development session.

A Board Member highlighted the changes in maternity services which would need to added to the Forward Plan at the closest meeting to June 2024.