Agenda and minutes

The Chair welcomed everyone to the meeting.

Apologies for absence were received from:

Ashley Ayre – Chief Executive B&NES

Mike Bowden – Strategic Director, People and Communities, B&NES

Steve Imrie – Avon Fire and Rescue Service (Substitute – Russ Bennett)

Laurel Penrose – Bath College (Substitute – Teresa Hallett)

At this point in the meeting declarations of interest are received from Members in any of the agenda items under consideration at the meeting.

(a) The agenda item number in which they have an interest to declare.

(b) The nature of their interest.

(c) Whether their interest is a disclosable pecuniary interest or an other interest,  (as defined in Part 2, A and B of the Code of Conduct and Rules for Registration of Interests)

Any Member who needs to clarify any matters relating to the declaration of interests is recommended to seek advice from the Council’s Monitoring Officer or a member of his staff before the meeting to expedite dealing with the item during the meeting.

There were no declarations of interest.

There were no public questions or comments.

To confirm the minutes of the meeting held on 7 December 2016 as a correct record.

The minutes of the meeting held on 7 December 2016 were approved as a correct record and signed by the Chair.

It was noted that the Sustainability and Transformation Plan would not now be published until after the general election due to purdah rules.

Bath and North East Somerset’s Better Care Plan 2014/15 - 2018/19 was agreed by the Health and Wellbeing Board in September 2014.  It was identified as a national example of best practice. 

Subsequent annual revisions have set out how any revised conditions for investment of Better Care Fund (BCF) allocations will be met.

The Board is asked to consider the attached report.

The Board considered a report regarding the Better Care Fund (BCF) Plan 2017/18 – 2018/19.  The report gave a summary of the BCF guidance, policy framework and key priorities.  A draft “Delayed Transfers of Care” action plan was also included as an appendix.

The Senior Commissioning Manager, Better Care, outlined the following issues:

·  New schemes will be coming on line over the next two years.

·  The formal guidance has not yet been published.

·  It is important to find a balance between dealing with immediate social care budget pressures and investing strategically in additional preventative services to improve the financial sustainability of service provision over the longer term.

·  There are clear conditions of access to the BCF which have to be met in order to access the funding.  The BCF must be transferred into one or more pooled funds established under section 75 of the NHS Act 2016.  The spending plans must be agreed by the Health and Wellbeing Board and signed off by the relevant local authority and CCG.

·  The current BCF performance dashboard showed that the B&NES area was performing well in most areas.

·  The priorities for the next two years were outlined including updates from existing priority schemes and new schemes for 2017-19.  These included a focus on new assistive technologies.

·  There will also be a focus on transformation and redesign of services.

·  Funding is to be set aside for providers of care, including to ensure a fair price is paid for care home fees and that the cost of paying the National Living Wage, including for sleep-in cover, can be paid by the care provider.

·  The next steps included the development of a detailed iBCF Plan in anticipation of the publication of the detailed implementation guidance, final conditions and supporting submission documentation.

It was noted that an increasing number of care providers are withdrawing from the market.  Four care homes (144 bed places) had been lost in B&NES in the last year.

Sarah Shatwell welcomed the recommendations set out in the report and, in particular, the proposals in relation to an increased focus on a strengths based approach, continued investment in social prescribing and the development of a support planning and brokerage service.  She felt that social prescribing services can be more joined-up and streamlined with other wellbeing/preventative services. Sarah also emphasised the skills, knowledge and experience that those working in the voluntary, community and social enterprise (VCSE) sector have, particularly in relation to a strengths based approach to assessment and support planning.  It was agreed that the VCSE sector has a key role to play, including with those people with complex and acute needs living in the community.

James Scott asked how the priorities had been developed.  It was explained that they had been developed from a range of sources including the Health and Wellbeing Board Strategy, the Accident and Emergency Delivery Board and the Your Care Your Way Strategy. James Scott stated that the RUH had some issues in relation to the Home  ...  view the full minutes text for item 55.

To receive a presentation giving an update regarding the Your Care Your Way project.

Sue Blackman (Project Lead) and Jayne Carroll (Regional Director of Operations) presented an update on the Your Care Your Way project.  A copy of the presentation is attached as Appendix 1 to these minutes.  The following issues were outlined:

·  It was noted that the transition of services to Virgin Care had been very smooth with minimal problems.  The Board thanked all partner organisations, including Sirona Care and Health, for facilitating such a safe transfer.

·  Virgin Care have now taken on responsibility for:

o  Children’s Services - such as Health Visiting and Speech and Language services

o  Adult Health and Social Care Services – such as District Nursing and Physiotherapy services

o  Statutory Services – Adults statutory social care, continuing healthcare and Children’s services.

·  1,300 staff had safely transferred on 1 April 2017.  A comprehensive 100 day plan is being deployed including review of services, operation procedures and policies.

·  Over 90% of teams have attended arrivals events with overwhelming positive feedback.

·  There is now a single point of access for queries to enable support to be provided for those needing help quickly.

·  Managers have received additional training on systems, support and new values and objectives for the year ahead.

·  Virgin Care has continued to engage with stakeholder groups and has proposed an external engagement strategy which was due to be discussed with community champions next week.

·  Over 200 new phones have been rolled out to enable staff to access emails on the move.  These have been positively received by colleagues.

·  All colleagues, carers and subcontractors had received first payments successfully.

·  The falls pick up service was launched on 2 May 2017.

·  The Service Development and Improvement Plan is being worked on, a review of community hospitals is being carried out and a pathway review of Home First implementation is also being undertaken.

·  In the next month the review and redesign of wellbeing services, involving all partners is being launched, mobile phones will be rolled out to the wider workforce and the “Virtual Desktop” environment will be implemented.

The following lessons had been learnt:

·  The engagement and the involvement of Community Champions was deemed “gold standard” but there was a need to consider in the next stage how to increase the diversity of the group.

·  Internal communications and co-production with staff was as important as communications and engagement with the public.

·  Matching the scale of the project with the timeframe for delivery was key.

·  Defining the scope of the project should be clear at the outset.

·  Strong leadership and project management was paramount.

·  Staff feel more connected to their colleagues as a result of their involvement in the project.

Bruce Laurence noted that this was one of the largest and most complex commissioning processes that he had experienced.  It had been a very successful transition and presented a real opportunity for system leadership for the Health and Wellbeing Board.

Dr Ian Orpen stated that it was important to build on the connections with GPs and the community teams. 

Cllr Vic Pritchard  ...  view the full minutes text for item 56.

To consider the attached report which provides an update and briefs the Health and Wellbeing Board on the imminent public launch of the Bath and North East Somerset Sugar Smart Campaign.

The Board considered a report regarding the imminent public launch of the Bath and North East Somerset Sugar Smart Campaign.  Jameelah Ingram (Public Health Development and Commissioning Manager) and Sophie Kirk  (Corporate Sustainability Officer) gave a presentation regarding the campaign.  A copy of the presentation is attached as Appendix 2 to these minutes.

The presentation covered the following issues:

·  Today’s children are the first generation predicted to die before their parents due to poor diet and inactivity.

·  Healthy weight has been identified as a key priority by the Health and Wellbeing Board.

·  The recommended average population maximum intake of sugar should be halved (5% dietary energy).

·  Reducing the amount of sugar in sweetened drinks by 40% over five years could prevent 300,000 cases of type 2 diabetes and one million fewer people who are obese nationally.

·  Sugar sweetened drinks are the biggest source of sugar in pre-school children.

·  As part of its Childhood Obesity Strategy the Government announced a soft drinks industry levy in the March 2016 budget which will come into effect in 2018.

·  The Sugar Smart Campaign is aimed at reducing sugar consumption across B&NES.  It is part funded by Sustainable Food Cities, Jamie Oliver Food Foundation and Sustain, the alliance for better food and farming.

·  B&NES will be the first national Sugar Smart campaign reaching both rural and urban areas.  The official launch will be in July 2017.

·  A Sugar Smart Steering Group had been set up with key partners; engagement had already taken place with schools and businesses.

·  The Radstock and Westfield areas had become the new flagship Sugar Smart Neighbourhood.

·  There would be a big social media and digital campaign.

·  The campaign focus would adopt a needs based, settings approach.

Bruce Laurence stated that consumption of sugar was a major contributor to obesity and also to tooth decay.  The broad support of the Health and Wellbeing Board would empower the team to take forward the campaign.  He also pointed out the need to encourage the food industry to change their behaviour around the marketing and cost of certain foods.

Sarah Shatwell welcomed the campaign but stated that it was important not to stigmatise particular communities.  It was also necessary to understand the attitudes and issues that lead to over-consumption of sugar.

RESOLVED:

(1)  To provide strategic support for the Sugar Smart Campaign.

(2)  To support key public sector and health promoting organisations across Bath and North East Somerset to sign up to the Sugar Smart Campaign and make pledges to support a reduction in sugar intake.

There were no Twitter questions.

To note that the next meeting will take place on Wednesday 12 July 2017.

It was noted that the next meeting would take place on 12 July 2017.