Agenda and minutes

Resolved: that Colin Bradbury be elected Vice-Chairman.

A Member must declare any disclosable pecuniary interest where it relates to any matter being considered at the meeting. A declaration of a disclosable pecuniary interest should indicate the interest and the agenda item to which it relates. A Member is not permitted to participate in this agenda item by law and should immediately leave the meeting before the start of any debate.

If the Member leaves the meeting in respect of a declaration, he or she should ensure that the Chairman is aware of this before he or she leaves to enable their exit from the meeting to be recorded in the minutes in accordance with Standing Order 37.

As the North Somerset Wellbeing Collective were applying for grants from the Joint Health and Wellbeing Action Strategy Refresh, Mark Graham and Paul Lucock would not vote on any recommendations from agenda item 6 (the Health and Wellbeing Strategy Action Plan refresh).

4.1  Minutes of the Health and Wellbeing Board Meeting on 18^th February 2021, to approve as a correct record

4.2  Notes of the informal Health and Wellbeing Board meetings on 1^st July 2021, 5^th November 2021 and 17^th February 2022, for noting.

3.1 Minutes ofthe last formal meeting of the Board 18 February 2021 – to approve as a correct record.

3.2 Notes of the informal panel meetings held on 1st July 2021, 5th November 2021 and 17th February 2022 - for noting.

Resolved:

(1)  that the minutes of the meeting of 18 February 2021 be approved as a correct record; and

(2)  that the notes of the informal panel meetings held on 1st July 2021, 5th November 2021 and 17th February 2022 be noted.

None.

Report of the Director of Public Health

The Consultant in Public Health presented the report outlining the refresh process for the Strategy, which would allow for an expansion of activity across priority theme areas as well as greater integration of action to improve health and wellbeing and to address inequalities across partners. The action plan refresh included a proposal for a call for proposals for grants to support new actions to be included in the action plan, a stakeholder workshop and engagement, and review of existing actions in light of new strategy, policy and/or need, with ongoing oversight from the HWBS Oversight Board.

Responses (as italicised) to Board Member’s comments and queries were as follows:

(1)     Had the sums of money to organisations that provide services been consulted on? – sums had been costed by costed by the organisations delivering the proposals; some had been fully, and some partially funded.

(2)     Would a lack of funding mean that some schemes would be unsuccessful in their bids? – there was an evaluation framework around each intervention, and if they were not successful in the first instance they could be picked up in the second wave of funding.

(3)     What could HealthWatch do to support with qualitative measurement of results? And could ALCA help with communication with town clerks on this?  - Support was welcomed. There was a HealthWatch representative on the Health and Wellbeing Strategy Board, and the Director of Public Health would have a conversation about how ALCA could help outside of the meeting.  

In concluding discussions, the Chairman requested updates from each intervention listed in the report, and the Director of Public Health thanked the Consultant in Public Health and her team as this refresh of the strategy was the culmination of a lot of hard work. 

Resolved:

(1)       that the Board’s feedback on the refresh be provided to officers in the form of minutes; and

(2)       that the Board approved the next steps in the refresh process.

7.1 Presentation Area Director (North Somerset) BNSSG CCG

7.2 Presentation of the Locality Partnership – Delivery Plan 2022-23

The CCG Area Director (BNSSG) introduced a series of presentations updating the Board on the ICS, and introduced Shane Devlin, the CEO of the new BNSSG ICS. He explained the differences between the CCG and the ICB, which included a focus on tackling health inequalities and improving health outcomes by looking at wider determinants of health.

This was followed by an update from the Woodspring Locality Partnership.

Members commented and raised queries on the presentation (officer responses shown in italics) as follows: 

(1)       Regarding the objectives for 2022-23, what were the measurable outcomes? – This varied, as some workstreams were more advanced than others due to the way that the Partnership was approaching the work (not doing everything at once but focussing on a smaller set of items at a time to get it right).

(2)       How was the Partnership communicating any changes to members of the public?  - The outcome for patients would be a smoother service, but the team’s energy was focussed on partnership working and not yet on communications; it was noted that communications with staff were important and ongoing.

(3)       There was a discussion of street-by-street intelligence and engagement from town and parish councils.   

Resolved: that the presentation and report be noted and that the Board’s comments be forwarded in the form of the minutes.

Representatives from the North Somerset Wellbeing Collective presented to the Panel on the VCFSE sector activity and strategic thinking for further integration of health-based provision, amplification of community voices and joining forces more effectively with all agencies to improve the wellbeing of every resident of North Somerset. 

Resolved:

(1) that the Board adopt the community outcomes framework as a mechanism for community led service design across North Somerset; and

(2) that it would be useful to have discussion on a Locality Partnership basis before recommendations 2-4 were endorsed.

Report of the Director of Public Health.

The Consultant in Public Health presented the report, which outlined continuing work by the North Somerset Council Public Health Team to respond to the pandemic. This included supporting outbreak management in high risk settings, providing advice to professionals and the general public, and planning ahead to manage the ongoing risk from Covid as is done for other infectious diseases.

Resolved: that the report be noted.

Report of the Medical Director Weston Hospital, UHBW

The Medical Director, Weston Hospital presented the report on proposals to improve the quality and sustainability of services provided at Weston Hospital under Phase 2 of the Healthy Weston programme.

The proposals introduced the new model of care at Weston Hospital and was focussed around three areas of care: urgent and emergency; older people; planned surgery and procedures. This would result in achieving the hospital’s ambition to provide more same day emergency care, create a centre of excellence for older people, and establish a surgical centre of excellence.

In discussion, Board Members mentioned: the paediatric offer at Weston and how it could be highlighted to members of the public; a ‘mythbuster’ page on the website to dispel popular misconceptions about Healthy Weston; communications with Weston residents to promote confidence in the hospital.

Resolved:

(1) that the report be noted, and comments sent in the form of minutes; and 

(2) that plans for community engagement be noted.

Presentation of the Director of Public Health.

The Director of Public Health spoke to the report on entering into a partnership with the Local Government Association (LGA) to provide peer-led support for the Health and Wellbeing Board in order to:

·       Establish or progress effective and sustainable partnership working at system, place and neighbourhood level in line with legislative proposals, through developing shared purpose, priorities, capabilities, governance and delivery arrangements.

·       Address the wider determinants of health, creating the opportunities for health improvement, tackling health inequalities and promoting prevention

·       Develop and strengthen the role of leaders (political, clinical and officer), giving them the skills and tools to be assertive and collaborative, identifying the points of influence within the wider system architecture.

·       Understand each other’s culture and governance arrangements, having invested time in building relationships and collaboration

·       Successfully navigate legislative, performance and regulatory changes and challenges, as well as embedding gains made during COVID-19.

Resolved: that the proposals in the report be accepted.

In reviewing the Work Plan, Members requested that the LGA review be put at the top of future agendas.

An additional request was that the focus of every future agenda be: “Are people in North Somerset getting healthier and more well?”