|Councillor Luke Frost declared a personal, non-prejudicial interest in the items under discussion, as he was a CCG Ambassador. He also declared a personal/non prejudicial interest in the item relating to Roseberry Park, as he served on the Cleveland Fire Authority.|
Councillor Ann McCoy declared a personal, non-prejudicial interest in the items relating to ASD and Roseberry Park as she served on the Tees, Esk and Wear Valley Mental Health Trust's Board of Governors.
Steve Rose declared a personal, non-prejudicial interest in items under discussion as he was a lay Member on the CCG.
|The minutes of the meeting held on 27 February 2019 was confirmed as a correct record.|
|Members received a report that provided the Health & Wellbeing Board with an update as to the work being undertaken:|
to address the number of children and young people waiting for a clinical assessment for autism.
to progress the development of a new needs led neurodevelopmental pathway.
Members were reminded that additional investment had been made available into the pathway, to enable a 12 months waiting list initiative to be undertaken.
Members were provided with details of the numbers of children that had received an Autism Assessment and, in terms of Stockton children, this had been 59 children under 5 and 174 over 5.
It was noted that trajectories indicated that the required number of children within the waiting list initiative would receive an assessment within the 12 month window. The effectiveness of changes to the Multi Agency Assessment Team (MAAT) process had had a significant effect on the predicted waiting times for referrals received since May 2018 with revised MAAT dates being set for approx. 17 months earlier.
It was explained that children, joining the waiting list, were also offered access to support and their names were provided to the Council to help provide a joint approach.
The Board noted work being undertaken associated with developing the new Neurodevelopmental Pathway, joint commissioning and Family Support Services.
It was recognized that mobilization of the new model needed to be done systematically, as a whole system approach. Members were provided with a diagram that detailed the emerging pathway, together with information regarding its mobilization.
The Board noted that further work was being undertaken to identify the makeup and location of the Neurodevelopmental Co-ordination Team. In addition a communications plan was being developed to mitigate concerns from parents and/or professionals as to the new process.
Members noted that officers had worked closely to the St Helens' model, as that had been very effective, however, evaluation was constantly being undertaken and changes could be made to reflect any identified need e.g. increases in training sessions etc.
Members were happy with the progress being made and highlighted what had been achieved in terms of fixing a problem and redesigning a service using a multi-agency approach.
|The Board was reminded that, at its meeting held on 27 February 2019, it had identified five projects for action and focus.|
Since the February meeting relevant leads had been developing the projects and verbal updates were provided to the Board.
It was noted that lessons learned from the Targeted Action Areas pilot could assist with the health at homes from better housing' priority. Members recognized the link between health and housing and it would be important that public health and other health partners worked with the project lead.
It was explained that plans associated with the reducing smoking prevalence would include the development a multiagency system wide approach.
The Community Pathfinder would develop a coordinated and targeted approach, in a specific area, using health profiles/demographics. The aim would be to demonstrably improve key outcomes across prevention, health & social care.
The healthy schools programme project would look to develop and implement a programme to improve physical and emotional wellbeing of children
It was agreed that, going forward, the Board would undertake deep dives' into each of the projects, at future Board meetings. This would be reflected in the Board's Forward Plan.
|Members received a report that provided an update on remedial works, to building defects, at Roseberry Park mental health hospital. The report also presented a report produced by the Tees Valley Joint Health Scrutiny Committee, via a Task and Finish Group it had established.|
The Board was informed that it was anticipated that remedial works to current vacant blocks would take in the region of nine months to complete. Clinical and Operational Teams had commenced planning work already in relation to the future movement of staff and patients and had been involved with the Trust's technical team, in providing clinical expertise within decision making processes.
It was noted that there were no notable delays to the Programme, developed by the Trust. The Trust would continue to monitor the impact of the works on patient and carer experience and would take appropriate action, where possible.
Updates in relation to the progress with required rectification works could be provided to the Health and Wellbeing Board as appropriate.
The Board was informed of the Tees Valley Joint Health Scrutiny Committee Review. This work had been centred on the impact that the disruption had had on patients, staff, families and carers.
The Board noted the that the Review had found that, through the efforts of the Trust, and particularly its staff, the situation had been well managed with the impact on service users and their families minimized as far as possible.
A specific question was raised about the Staff Attack System at the Hospital and it was explained that the system was likely to be renewed.
|Members received a presentation relating to the Integrated Care Systems (ICS). The presentation included:|
- the factors influencing the introduction of ICSs.
- the main purposes of the North East and North Cumbria ICS.
- the focus of Integrated Care Partnerships, place based services and Primary Care Networks.
- the key benefits to local people
- proposals for new CCGs within the ICS
there were some concerns at a lack of progress in clinical sustainability work within the STP. It was indicated that some proposal around how clinicians worked together were likely to come forward soon.
Health and Wellbeing Boards would be the local system leaders.
Updates on any of the ICS work streams could be provided to the Board on request.
Proposals for CCGs in the Tees Valley and Durham would be considered at the Board's next meeting.
|Consideration was given to a report relating to alcohol related harm.|
The Board was reminded that it had previously agreed that a strategic approach to reducing alcohol related harm be developed. Subsequently, representatives from the Council, CCG, North Tees Hospital Foundation Trust and the Police and Crime Commissioner's Office had worked together to develop a shared approach to addressing the challenges presented by alcohol related harm.
The Board was provided with a strategic framework that set out shared priorities which would be used as a basis for the development of an Action Plan.
It was suggested that an Alcohol Steering Group be established to undertake oversight of the implementation of the strategic framework and development of supporting action plan.
Members were provided with a suggested terms of reference for the Steering Group.
It was agreed that it would be important for the group to make connections across the system, to other related issues.
|Members considered a report that sought approval for changes to the arrangements relating to partnerships and commissioning groups that formed part of the infrastructure for the Health and Wellbeing Board. The proposed changes were intended to provide more flexibility, be a more efficient use of time and resources and to help support the implementation of the new Health and Wellbeing Strategy, the new Children and Young People's Strategy and the Adult Strategy.|
The new arrangements would see the Commissioning Groups reconstituted as ad hoc . The Partnerships would no longer be formal parts of the Health and Wellbeing Governance Structure. The Children and Young People's Partnership would essentially look at the strands of the Children and Young People's Strategy. The Adult Partnership's work would include work on the refresh of the Adults' Strategy.
|The Board considered updates and minutes from the following meetings:|
- Adults Health and Wellbeing Partnerships held on 5 February 2019 and 5 March 2019.
- Children and Young People's Partnership held on 20 February 2019
|Primary Care Networks would go live on 1st July 2019|
It was suggested that there should be a link/route into the Board, for the Big Committee [a Panel of Young People who sought to influence Council decision making by articulating issues from a young person's perspective]. It was noted that work was being undertaken in this regard and the Board would be advised of progress in due course.
The Board would receive Annual Reports relating to the new Children's Safeguarding arrangements.
Reference was made to a letter that appeared to have been sent to all members of the Board, relating to 5G wireless networks, suggesting that there were some public health concerns. It was agreed that the Chair, on behalf of the Board, would respond to the letter in line with Public Health advice.
|Members considered the Board's Forward Plan.|