Decision Maker: Director of Public Health
Decision status: Recommendations Approved
Is Key decision?: No
Is subject to call in?: No
· The Health and Wellbeing Board met informally on 2 June 2021 and discussed the following items:
- Health and Wellbeing Strategy Highlight Report
- Review of the Final Draft of the Community Safety Agreement 2021-2025
- Digital Workstreams for Restoration and Recovery Across the System and Digital Inclusion
- A Renewed Vision for Data: Driving Insight-led decision making, Demand Management and Performance to Improve Outcomes
- Surrey Mental Health Partnership Board: Review and Improvement Programme
- Addressing Wider Determinants of Health Inequalities in Surrey: Poverty
- Surrey Carers Strategy 2021-24
· Following the meeting the Proper Officer took the decisions as listed below in consultation with the Chairman of the Health and Wellbeing Board using the Council approved delegation ‘to delegate all non-executive decisions (as far as the law allows) to the relevant proper officer in consultation with the relevant chairman or member nominated by the chairman’.
Decisions made:
HEALTH AND WELLBEING STRATEGY HIGHLIGHT REPORT
o The Strategy’s ongoing design principles
o Criteria for the inclusion of programmes within the Strategy and on Board agendas
o The Strategy’s programmes
o Links to the Empowering Communities roadmap
o Alignment as part of the broader Health Inequalities programmes.
Reasons for Decision:
That an overview of the progress of local shared projects supporting delivery of the three Health and Wellbeing Strategy priorities as of May 2021 be provided.
REVIEW OF THE FINAL DRAFT OF THE COMMUNITY SAFETY AGREEMENT 2021-2025
Reasons for Decision:
This paper recommends a new Community Safety Agreement for 2021/22 for the following reasons:
· It will ensure the Health and Wellbeing Board fulfils its statutory duties under Section 17 of the Crime and Disorder Act 1998;
· It will offer opportunities to develop relationships between the Health and Social Care, Community Safety, and Criminal Justice partners by clearly setting out our ambition;
· It will allow us to start to meet the aims of the merger;
o Set out the shared priorities that bind the HWBB, PCC and the Community Safety Partnerships;
o Ensure there is coordination at the strategic and local delivery level;
o Formalise performance reporting structures so both successes and needs are captured and shared; and
o Provide a governance framework and accountability for both Surrey residents and partners
DIGITAL WORKSTREAMS FOR RESTORATION AND RECOVERY ACROSS THE SYSTEM AND DIGITAL INCLUSION
Reasons for Decision:
There is a plethora of digital development work currently being planned and / or delivered across the system to drive Restoration and Recovery from the pandemic that partners will need to work on together. This work requires engagement at every level to ensure practitioner buy in to new ways of working and a deep focus on the needs of people to ensure digital products work for the people we are codesigning them with.
Health inequalities have been exacerbated during the pandemic. Digital delivery of services has been a key strategy for outbreak control but has also resulted in some service users being unable to access services due to a lack of equipment, connectivity and/or skills. Further research needs to be undertaken to understand how some population groups are digitally excluded and a Digital Inclusion strategy developed.
ARENEWED VISION FOR DATA: DRIVING INSIGHT-LED DECISION MAKING, DEMAND MANAGEMENT AND PERFORMANCE TO IMPROVE OUTCOMES
In relation to the system capability:
In relation to the JSNA:
In relation to the Alpha Version of the Surrey Index:
Reasons for Decision:
Reasons for the recommendations relating to the JSNA and Surrey Index are included in the appendices.
SURREY MENTAL HEALTH PARTNERSHIP BOARD: REVIEW AND IMPROVEMENT PROGRAMME
Reasons for Decision:
The MHPB commissioned Peer-led review involved interviews with staff and senior leaders from all agencies, service users and carers, as well as engagement with businesses and residents who had no contact with mental health services. The review also considered the available data and outcomes, findings from previous Surrey surveys and reviews, a benchmarking exercise and a relational value audit.
The recommendations are designed to ensure that there is a robust governance structure in place and influential leadership, management and oversight of the redesign of Surrey’s emotional wellbeing and mental health system. That an accessible model, biased towards prevention and early help, is designed in a timely and effective way to better meet the needs of Surrey residents.
The Health and Wellbeing Board are in a good place to ensure that the emotional wellbeing and mental health needs of Surrey’s residents are met from a wide continuum; ranging from supportive employers, educated and informed neighbours, friends and family all the way through to the availability of caring, accessible and supportive services for people with mental ill health and that this service model is driven by a sound evidence base, is co-produced by users and carers of services, has positive outcomes for all and is designed to respond and react to individual needs and the future, using technology and human relationships to drive forward the vision of a healthier and happier Surrey.
ADDRESSING WIDER DETERMINANTS OF HEALTH INEQUALITIES IN SURREY: POVERTY
Reasons for Decision:
Priority 3 of the Surrey Health and Wellbeing Strategy is about supporting people in Surrey to fulfil their potential. Living in relative poverty has drastic impacts on physical health and emotional wellbeing, and therefore fundamentally undermines residents’ ability and position to achieve their full potential.
There is a clear opportunity in the refresh of the Health & Wellbeing Strategy to build in a new delivery programme to address socio-economic disadvantages - ‘reducing health inequalities so no-one is left behind’. A collective effort across the system is needed to understand and counter both the causes and symptoms of relative poverty to ensure that sometimes-overlooked children, young people, families, older people, and carers can access the same life chances as their peers in Surrey.
SURREY CARERS STRATEGY 2021-24
Reasons for Decision:
The recommendations listed are critical in establishing a Surrey-wide approach to carers, and will enable achievement of the ambition that carers are seen as a priority and responsibility across Surrey – ‘carers are everybody’s business’. The Surrey Carers Strategy creates the necessary framework to inform delivery of key requirements, actions and improvements for carers, including those outlined in the Surrey Health and Wellbeing Strategy, at national level and, importantly, by carers themselves.
In order to ensure that we have high quality, consistent and accessible services and support available for Surrey’s unpaid carers, it is essential that we have a clear and cohesive vision, universal values, and priorities that put carers at the centre. The Surrey Carers Strategy 2021-24 draws together each of these key things, creating an approach – and set of commitments – that can be understood and owned by partners across the system.
Publication date: 03/06/2021
Date of decision: 02/06/2021
Accompanying Documents: