Agenda item

To review the progress made by the Health and Wellbeing Board’s sub-groups to deliver the Health and Wellbeing Strategy.

The Board considered a report (Agenda Item 9) regarding the progress achieved by the sub-groups to deliver the Health and Wellbeing Strategy in quarter one of 2018/19. The Board were asked to particularly note the following:

(1)          The Mental Health Action Group had not yet completed their Delivery Plan and might require support from the Health and Wellbeing Board to generate more pace.

(2)          Skills and Enterprise Partnership (SEP) had set three actions as part of their Delivery Plan. The SEP was at the stage of agreeing sub-leads on each of the action and reviewing the SEP membership.

(3)          The Education and Public Health Services, which provide data for a number of measures on the Delivery Plan, had not completed their return for quarter one. As a result there were gaps across a number of areas of the HWBB Delivery Plan, these were highlighted yellow.

(4)          Measures associated with the delivery of the Homelessness Strategy Group’s Winter Plan and Strategy would be added once they had been developed.

(5)          Performance relating to Delayed Transfers of Care (DTOC) was now showing as ‘green’ which was a significant improvement and should be celebrated.

Tandra Forster noted that one of the objectives in the Health and Wellbeing Strategy was to ‘improve rural access to services’ and asked how this was being addressed. Jo Reeves responded that there were 21 objectives in the Strategy and the Board had not directed bespoke plans for each objective. Many of the Board’s partner organisations would address this in their work in any event. Dr Bal Bahia expressed the view that it was a cross cutting theme which effected each sub-group. Tandra Forster agreed that it was a cross-cutting theme and requested information as to whether the matter had been discussed at a community conversation. Andrew Sharp asked which services the Board wanted to improve rural access to.

Councillor Lynne Doherty noted the highlighted section of the performance dashboard in relation to the Children’s Delivery Group and noted that the new chair of that group had been doing some work to restate the group’s action plan. She asked what processes the Board’s Steering Group had put in place to ensure a smooth handover when a new chair came into post. Councillor Mollie Lock suggested that groups could ensure their terms of reference were clear about the relationship with the Health and Wellbeing Board. Dr Bal Bahia noted that the groups had evolved over time and that when chairs changed there was not always clarity within the group on their direction. He hoped that through attendance at the Steering Group, chairs could be supported.

Councillor Rick Jones noted that finding a new Chair for the Skills and Enterprise Partnership would be a high priority.

Matt Pearce supported Councillor Doherty’s view that the Board’s groups should work from a common framework and hoped that as the new Strategy was developed it could be agreed.

Councillor Graham Bridgman noted that in relation to the improved performance to reduce DTOC that the Adult Social Care Service was under severe budget pressures and the actions undertaken to make improvements would effect DTOC performance in the future. Councillor Lock noted that there was significant impact on patients who experienced a delayed transfer in their care.

RESOLVED that the report be noted.