To receive any apologies for absence, including notifications of any changes to the membership of the Committee.

In light of the high level of Covid-19 transmission and the emergence of the Omicron variant, the decision was made to limit face to face attendance to statutory members of the Board.

Apologies for absence were received from Pat Harris (Healthwatch) and Tanny Stobart (Imagine This Partnership).  The Board were informed of a change to its membership, Julie Foster (Adult Safeguarding Board) had been replaced by Paul Northcott.

To consider an update on the development of the Torbay Joint Health and Wellbeing Strategy.

The Board received a presentation from Maria van Hove, Public Health Registrar, which set out:

·         the steps being taken to develop the new Torbay Joint Health and Wellbeing Strategy;

·         the outcome measures for each of the priorities of Torbay’s Joint Health and Wellbeing Strategy 2018-22 - Thriving Lives; and

·         the work programme for the Health and Wellbeing Board.

The Board requested that the Outcomes Framework, where possible, use consistent data to aid year on year comparisons.  Members welcomed the focus on carers, given the emphasis of the social care white paper released on 1 December 2021 and raised the need for flexibility with regards to Children and Families being an area of focus for the Board in March.

To consider a report on the above.

This item was considered in Minute 149 set out above.

To consider a report on the partnership approach to Multiple Complex Needs.

The Board considered a report that detailed the progress of the procurement of the Multiple Complex Needs (MCN) Alliance.  The conversations with stakeholders confirmed that a system-wide approach was also required if the aims and objectives of the MCN Alliance were to be realised.

The Innovations Unit (IU) had been commissioned by Torbay Council to undertake two strands of work:

1.    to develop the Community Safety Partnership Board; and

2.    to work with stakeholders to develop a collective understanding of ‘people with complex lives’.

With regards to strand 2, the IU would be working with the Torbay system in developing a shared understanding of complexity.  The expected outputs/deliverables would be:

·         agreeing shared priority areas of focus within the definition;

·         common principles for new ways of addressing priority areas identified through the process; and

·         a clear understanding of roles and responsibilities in providing support.

This would be achieved through a series of workshops that would be developed collaboratively between the IU, a Design Group comprising of stakeholders from across the system and a ‘Lived Experience Thematic Group’.  In addition, there would be telephone-based interviews with some key stakeholders.

Given the partnership nature of this programme of work there were benefits to having system-wide governance.  It was believed that the Torbay Health and Wellbeing Board was best placed to provide this.

By consensus the Board agreed:

1)      That the Health and Wellbeing Board agrees to provide governance and oversight for this piece of system-wide work; and

2)      That the Health and Wellbeing Board establishes and chairs a sub-group comprising representatives from the Board and any additional members it would view as pertinent. The purpose being to:

·         support and influence the direction of travel;

·         oversee outputs from this work; and

·         support/drive any agreed actions that derive from this work.

To consider a report that details how the Better Care Fund will be used in 2021/22.

The Board considered a report of the Better Care Plan 2021/22.  Members were advised that the Better Care Fund (BCF) was a programme spanning both the NHS and local government which sought to join-up health and care services, so that people could manage their own health and wellbeing, and live independently in their communities for as long as possible.

The BCF had been created to improve the lives of some of the most vulnerable people in our society, placing them at the centre of their care and support, and providing them integrated health and social care services, resulting in an improved experience and better quality of life.

Members were advised that the schemes included in the Better Care Fund supported the prevention and early intervention strategies supporting the aims of the Thriving Lives – Torbay’s Joint Health and Wellbeing Strategy.

By consensus the Board agreed to support:

1.    A commitment to transformative care learning from the initiatives and taking the momentum from successes to date to deliver improvements in patient experience of care (including quality and satisfaction), improvements across the health of populations, and reducing the per capita cost of health care and deliver the goals of the NHS Long Term Plan.

2.    The recognition of the pace of change required with the demographic, workforce and care demand drivers being faced.

3.    The proposals made in the accompanying report, for them to be taken through due governance, to deliver a transformation in Torbay’s care provision for the wellbeing of the population including those working and caring within it.

Adel Jones, of the Torbay and South Devon NHS Foundation Trust, sought the Boards support for a business case that would improve the digital infrastructure used by the Trust resulting in a collaborative system across Devon and improvements in respect of access to patient records.

The Board welcomed the submission of a digital business case and recognised the need for digital improvements.

To note the Director of Public Health Annual Report.

The Board noted the Annual Report of the Director of Public Health which focused on mental health.  Lincoln Sargeant, Director of Public Health, informed the Board that, Torbay was already facing challenges to the mental health and wellbeing of its population before COVID-19.  The pandemic made these challenges worse for many, with some experiencing an increase in anxiety and depression, particularly those on low incomes.

However, the public health team had worked with partners across the Bay to address the challenges, despite the backdrop of lockdowns.  So, whilst loneliness increased because restrictions meant people were separated from family and friends, organisations worked together to come up with innovative solutions such as Torbay Community Helpline, which had taken more than 25,750 calls, offering everything from mental health support, telephone befriending, financial support and domestic abuse help.

The Board welcome the report, endorsed the recommendations and agreed to share it with their networks.

To note the Annual Report of the Torbay and Devon Safeguarding Adults Partnership.

The Board noted the Torbay and Devon Safeguarding Adults Partnership (TDSAP) 2020-21 Annual Report.  Paul Northcott, Chair of the TDSAP informed the Board that Covid-19 had an impact upon the work of the partnership, it had brought many challenges, though despite these additional pressures, all partners had continued to work effectively together and responded well when being held to account by the TDSAP.  Partners had shown continuous commitment the Partnerships key strategic areas and provided a good level of assurance throughout the year.

To note the work programme for the forthcoming 12 months.

This item was considered in Minute 149 set out above.