Agenda and draft minutes
Venue: Town Hall, Bootle
Contact: Caitlin Manion Democratic Services Officer
Apologies for Absence
Apologies for absence were received from Margaret Carney, Dr Rob Caudwell, Maureen Kelly, Dr Andrew Mimnagh, Steve Warburton and Angela White.
That the Minutes of the meeting held on 12 December, 2018 be confirmed as a correct record.
Declarations of Interest
Members are requested at a meeting where a disclosable pecuniary interest or personal interest arises, which is not already included in their Register of Members' Interests, todeclare any interests that relate to an item on the agenda.
Where a Member discloses a Disclosable Pecuniary Interest, he/she must withdraw from the meeting room, including from the public gallery, during the whole consideration of any item of business in which he/she has an interest, except where he/she is permitted to remain as a result of a grant of a dispensation.
Where a Member discloses a personal interest he/she must seek advice from the Monitoring Officer or staff member representing the Monitoring Officer to determine whether the Member should withdraw from the meeting room, including from the public gallery, during the whole consideration of any item of business in which he/she has an interest or whether the Member can remain in the meeting or remain in the meeting and vote on the relevant decision.
No declarations of any disclosable pecuniary interests or personal interests were received.
Presentation by Fiona Taylor
Report to follow
The Board considered the report of Fiona Taylor, Chief Officer, NHS South Sefton Clinical Commissioning Group, which presented the main elements of the NHS Long Term Plan, the 2019-20 Contract and Operational Planning Guidance and the approach to planning to be adopted locally between the CCGs and the Local Authority following the refresh of the Sefton Health and Wellbeing Strategy.
The report highlighted that every year the CCG was required to produce an Operational Plan which set out how the CCG would commission services to meet the requirements set out in national NHS policy. Each year, NHS England published contracting and planning guidance that set out again the national NHS priorities, stipulated any additional mandated requirements for CCGs and providers, e.g. work force requirements, prescribed the way in which any growth in funding would be allocated and set out the contracting sign off process and associated deadlines.
The report also highlighted that in 2017 and 2018 the CCGs published their Operational Plans, “Highway to Health” setting out how they would respond to NHS England Requirements. The report stated that, in addition to the National Health Service priorities, the CCG must also set out how it would address local priorities as identified with the Joint Strategic Needs Assessment (JSNA) which were then articulated in the local Health and Wellbeing Strategy. In response to the Sefton Health and Wellbeing Strategy, the CCGs created and implemented the ‘Shaping of Sefton Strategy’ for NHS Southport and Formby CCG and NHS South Sefton CCG. The report also stated that Sefton’s current Health and Wellbeing Strategy, Living Well in Sefton covers the period 2014-2020.
The report highlighted that an updated JSNA was published in 2018 and made recommendations on the following priority themes:-
· Child health, development and the impact of child poverty;
· Best Start in Life, with a parent and early years focus on sexual and reproductive health, smoking in pregnancy and breastfeeding;
· Prevention and early diagnosis of long-term conditions, particularly cardiovascular disease;
· Obesity and the implications for long-term population health;
· Mental health, particularly in association with substance use; and
· The Impact of social isolation on health and wellbeing.
The report stated that the current Health and Wellbeing Strategy would now be reviewed and revised to ensure that it reflected the agreed priorities for action over the next five years. The report also stated that the publication of the new strategy was scheduled for January 2020. The CCGs were working in conjunction with the Local Authority colleagues to develop a five-year health, care and wellbeing partnership plan for Sefton.
The report also highlighted that the NHS Operational Planning and Contracting Guidance was published on 10 January 2019 and set out the requirements for a much more collaborative approach to planning in 2019/20 and beyond. Specifically, it required every NHS trust, NHS foundation trust and CCGs to agree organisational-level operational plans which combined to form a coherent system-level operational plan. For the CCGs, these would then be incorporated into the Cheshire and Merseyside Health and Care Partnership ... view the full minutes text for item 33.
Report of the Director of Social Care and Health
The Board considered the report of the Director of Social Care and Health which presented a draft of the Early Help Strategy 2019-2025 and outlined the process to develop the strategy further over the next four months.
The report highlighted that the strategy would support the ‘right help, from the right person, at the right time’ principles being adopted across Sefton which would help ensure a cohesive early help offer. The strategy would be delivered by all partners collectively with a commitment to:
· Working better together in an open, honest partnership approach with consent of the child and their family;
· Identifying strengths and needs and working together to find practical and achievable solutions;
· Providing the right information and advice to enable children and their families to make positive changes themselves with support tailored to their needs; and
· Help children and their families to build protective factors and family resilience to prevent situations recurring.
The report stated that early help meant providing help for children and families as soon as problems started to emerge or when there was a strong likelihood that problems would emerge in the future. If early help was not offered, there would be a very real risk that for some children, their social and emotional development would be irrevocably impaired, they would experience significant harm, or their family life would break down. The report also stated that early help included targeted services designed to reduce needs or prevent specific problems from becoming entrenched, and there was significant evidence that early help could make a difference in improving outcomes.
The report contained a first early draft of Sefton Council’s strategic intentions, and the next stage would involve the community working together with partners to explore the overall vision and principles, and would develop early help approaches and services to co-produce some of the services together. The report stated that this would allow Sefton to provide a joined up, effective early help offer for children aged 0 to 19 and their families. Support services would be provided at a locality level, would be evidence-based and would be delivered by delivering universal and early help services.
The report highlighted that the Early Help Strategy would be delivered through an Early Help Action Plan which would be co-produced with Voluntary Sector and other groups, for example, Sefton Parent Carer Forum. It would set out the priority areas for actions, and would state who was responsible for delivering the agreed actions, how progress would be monitored and when actions would be completed. The report stated that the partnership would be utilising the maturity model, a system of self-assessment tools for local partnerships and agencies who were putting early intervention into practice, devised by MHCLG.
The report concluded that following engagement within the community, the Director of Social Care and Health would return to the Board in the summer with a fully developed Early Help Strategy and would demonstrate how this had been co-produced.
(1) the draft strategy be noted; and ... view the full minutes text for item 34.
Report of the Director of Social Care and Health
The Board considered the report of the Director of Social Care and Health which updated the Members on the progress across priority four within the Sefton Children Plan 2015-2020.
The report highlighted that there were four key priorities contained within the Sefton Children Plan 2015-2020, these included:
1. Ensure all Children and Young People have a positive educational experience;
2. Ensure all Children are supported to have a healthy start in life and a health adulthood;
3. Improving the quality of lives Young People with additional needs and vulnerabilities, to ensure they are safe and fulfil their individual potential; and
4. Ensure positive emotional health and wellbeing of Children and Young People is achieved.
The report stated that, last year, the Director of Social Care and Health undertook a comprehensive review of the Plan in conjunction with partners, key agencies, children and young people and parent/carers. The report also stated that since then, further work had been undertaken to provide more focus and scrutiny on the four priorities.
The report highlighted that one of the priorities was to ‘ensure positive emotional health and wellbeing of children and young people is achieved’ and the report provided an update on the progress against this priority and identified the actions and areas for further examination. The following actions were highlighted within the report:
1. Statutory Guidance for Local Authorities on Services and Activities to Improve Young People’s Well-being;
2. Children and Young people’s experience of loneliness and Sefton Council’s Year of Friendship;
3. Mental Health Training for Schools;
4. An audit tool for better Mental Health in Schools; and
5. The NHS Long Term Plan
That the specific content relating to priority four within the Sefton Children Plan 2015-2020 be noted.
Report of the Head of Education Excellence
The Board considered the report of the Head of Education Excellence which provided Members with an update on the actions being taken to address the concerns raised at the SEND Inspection as part of the SEND statement of action.
The report highlighted that the SEND Code of Practice set out the expectations on local authorities, educational providers, social care and health providers to provide, commission and deliver services to support children and young people aged 0 to 25 who have SEND (Special Educational Needs and Disability). Local authorities, NHS England and their partner CCGs must make arrangements for agreeing the education, health and social care provision reasonably required by local children and young people with SEN and disabilities.
The report also highlighted that the local area SEND inspection in November 2016 tested the identification of need in the local area, what support was provided and the impact that the support was having. The report stated that the inspection found weaknesses in the way that the local area provided the support required and required the local area to submit a Written Statement of Action detailing how the weaknesses would be addressed. The report highlighted that the five areas of weaknesses were:
· To improve the poor progress made from starting points by pupils with a statement of special educational needs or an Educational Health Care Plan (EHCP) at Key Stages 2 and 4;
· To address the poor operational oversight of the DCO across health services in supporting children and young people who have special educational needs and/or disabilities and their families;
· To improve the lack of awareness and understanding of health professionals in terms of their responsibilities and contribution to EHCPs;
· To address the weakness of co-production with parents, and more generally in communication with parents; and
· To address the weakness of joint commissioning in ensuring that there are adequate services to meet local demand.
The report stated that the Written Statement detailed how the weaknesses would be addressed over a three-year period.
That the report be noted and the Head of Education Excellence be requested to feedback on progress on the SEND Improvement Plan in six months’ time.
Verbal update from the Cabinet Member - Adult Social Care
The Board received a verbal update from Councillor Cummins, Cabinet Member – Adult Social Care, on the Adult Forum. Councillor Cummins highlighted the following:-
· The Adult Forum received strategy report updates for: Adult Social Care Strategy, Carer Strategy, Older People Strategy, End of Life Strategy, and the Health and Wellbeing Strategy.
· The Transforming Care Partnership Board (TCPB) would now include Autism on its agenda, following the Autism Act 2010. Councillor Cummins highlighted that Claire Maguire would be invited to future meetings of the TCPB.
· The Adult Forum received a Mental Health update. Councillor Cummins informed the Board that Sefton in Mind was being reinvigorated.
· Commissioning Support were in the process of working on a new domiciliary care contract.
· Carers had completed a consultation with young carers in transitions (16-25) funded through Lloyd’s foundation. The report recommended that the young carers services should open at 16 not 18.
· The partnership with Veterans in Sefton.
· New Directions would publish their International Business Strategy and Business Plan on 1 April 2019. This would fit into MPS and JSNA.
· The Sefton Housing Strategy.
· Sefton CVS would be transitioning to the new team structure.
· Communications discussed Sefton’s 2019 Year of Friendship in respect to tackling social isolation and loneliness.
· Autism Awareness training had been developed in conjunction with the Autism Hub. This training was being made mandatory training for all staff in the Council and would be available to access by anyone else.
That Councillor Cummins be thanked for his verbal update.