Agenda and minutes

Informal, Health and Wellbeing Board - Thursday, 9 September 2021 10.30 am

Venue: Remote

Contact: Amelia Christopher  Email:

Note: Webcast link: 


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    To receive any apologies for absence and substitutions.

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    Apologies were received fromLisa Townsend - Alison Bolton substituted, Dr Claire Fuller - Karen McDowell substituted, Dr Charlotte Canniff, Rob Moran, Dr Russell Hills, Gavin Stephens - Sailesh Limbachia substituted, Fiona Edwards - was present until 11.34 am - Nicola Airey substituted.




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    To note the minutes of the previous meeting held on 4 March 2021.


    To note the minutes of the previous meeting held on 2 June 2021 (Informal with officer delegated decisions).


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    The minutes were noted as true records of the meetings and would be agreed at the next formal public Board meeting.




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    All Members present are required to declare, at this point in the meeting or as soon as possible thereafter


    (i)      Any disclosable pecuniary interests and / or

    (ii)      Other interests arising under the Code of Conduct in respect of any item(s) of business being considered at this meeting




            Members are reminded that they must not participate in any item where they have a disclosable pecuniary interest

            As well as an interest of the Member, this includes any interest, of which the Member is aware, that relates to the Member’s spouse or civil partner (or any person with whom the Member is living as a spouse or civil partner)

            Members with a significant personal interest may participate in the discussion and vote on that matter unless that interest could be reasonably regarded as prejudicial.


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    There were none.



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    Additional documents:


Members' Questions

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    The deadline for Member’s questions is 12pm four working days before the meeting (3 September 2021).


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    None received.



Public Questions

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    The deadline for public questions is seven days before the meeting (2 September 2021).


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    None received.




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    The deadline for petitions was 14 days before the meeting. No petitions have been received.


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    There were none.



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    This report provides an overview of the progress of local shared projects supporting delivery of the three Health and Wellbeing Strategy priorities as of mid-August 2021.



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    Before introducing the item, the Chairmanreflected on the upcoming changes regarding the Health and Care Bill 2021 which was working its way through Parliament, expected to become legislation in April 2022.

    He noted that the current Integrated Care System Boards would be combined with the Clinical Commissioning Groups, to form a single NHS-centric Integrated Care Board, its focus would be on the delivery of healthcare across the system. Alongside that Board, there would be an Integrated Care Partnership, which it was envisioned in Surrey would either overlap with or take the place of the Health and Wellbeing Board; which already had a broad membership. Discussion would be had on the future changes including the terms of reference and transition arrangements, ensuring the continued collaborative approach to improving the health and the wellbeing of Surrey’s residents.



    Rod Brown - Head of Housing and Community, Epsom and Ewell Borough Council (Priority One Sponsor)

    Professor Helen Rostill, Director for Mental Health, Surrey Heartlands ICS and SRO for Mental Health, Frimley ICS (Priority Two Sponsor)

    Ruth Hutchinson - Director of Public Health (SCC) 


    Key points raised in the discussion:


    1.      The Priority One Sponsor highlighted:

    ·      The importance of collaborative working across different partners.

    ·      That progress had been made on embedding the social prescribing model through the Green Social Prescribing Working Group.

    ·      That joint working amplified key messages, partners such as Catalyst, Family Centres, and District and Borough Councils had shared national alcohol and tobacco campaigns to prevent substance misuse.

    ·      That over the last month the Council had been awarded £2.8 million in funding through the Changing Futures programme to provide additional tailored support in partnership to those facing multiple disadvantage, including homelessness, substance misuse, poor mental health, domestic abuse, and contact with the Criminal Justice System.

    ·      That active travel was a key area of focus with the Council currently consulting on the new draft Transport Plan including plans to reduce carbon emissions by 46% and redesigning neighbourhoods; the consultation survey would end on 24 October 2021.

    ·      Local Cycling and Walking Infrastructure Plans (LCWIPs) were being undertaken across Surrey to support active travel, with plans in each District and Borough to be developed by 2023.

    ·      The Surrey Safer Travel Team had secured an additional £175,000 travel demand management grant from the Department for Transport, of which some funding had been directed to supporting secondary schools.

    ·      The agenda item on the Movement for Change strategy to 2030 for tackling physical inactivity and inequality whereby co-production was central.

    ·      That it had been a privilege to serve on the Board, thanking the Chairman and colleagues in Priority One.

    2.      The Priority Two Sponsor highlighted:

    ·         The challenge of delivering significant improvement whilst facing ongoing demand within the mental health system, an emergency response group had been set up in January to mitigate the pressures.

    ·         That one key initiative that developed out of the emergency response group included the accommodation task and finish group led by the Council in partnership, it looked at more sustainable accommodation  ...  view the full minutes text for item 28/21



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    This report consolidates feedback on the review and refresh the Surrey Health and Wellbeing Strategy completed through June (stage 1) and July (stage 2, an informal private Board meeting 8 July 2021). The result is a revised set of Priorities, Outcomes, Priority Populations, System Capabilities and new, internal Programme Management guidance.


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    Ruth Hutchinson - Director of Public Health (SCC)


    Key points raised in the discussion:


    1.    The Director of Public Health (SCC) highlighted:

    ·         That the Board was at Stage Three of Four regarding the Health and Wellbeing Strategy refresh.

    ·         That Stage One was conducted in June 2021 whereby the reframed priorities, outcomes, system capabilities and priority populations were approved - a slight revision was contained in Appendix 1 as noted in the first recommendation.

    ·         That Stage Two was conducted in July 2021 whereby the principles and the empowering communities agenda was reviewed - which linked to tackling health inequalities.

    ·         That Stage Three sought approval of the principles and programmes as discussed at the private informal Board meeting in July, whereby the three guest speakers - Lord Nigel Crisp KCB, Hazel Stuteley OBE, Dr Gillian Orrow - led a workshop challenging the Board to look at how it could create the conditions for health improvement.

    ·         The challenge considered at the private informal Board in July was how to move from a system led ‘top down’ approach to a community led ‘inside out’ approach. 

    ·         The Population Intervention Triangle which had been adopted by the health inequalities work programme, it was proposed that the Board adopt it as part of its Strategy to reduce health inequalities through: community-led, civic-led and service-based interventions; also fulfilling the requirements within the NHS Long Term Plan.

    ·         That the key questions and feedback from the private informal Board in July, such as building on the Board’s existing strengths were incorporated into the refresh and the ten draft Strategy implementation principles had been updated and converted into Internal Programme Management Guidance, with the following new principles ‘four Cs’ for endorsement under the second recommendation: community capacity building, co-designing, co-producing and community led action.

    ·         Recommendations three and four underpinned the work across the three Priorities through two commitments to action: the enhanced partnership effort to work creatively with communities particularly in areas with the poorest health outcomes, and the exploration of the system-wide adoption of the Health in All Policies approach to which the Local Government Association had offered support. 

    ·         That Stage Four would commence in October-December to discuss and approve the governance arrangements, the details of the implementation plans and the new Health and Wellbeing Strategy metrics.

    2.    A Board member drew attention to the connection between the first recommendation concerning the community work in relation to areas of deprivation and the ongoing work around poverty - including child poverty - whereby it was vital to address the areas with the greatest deprivation; noting the need to ensure an explicit interconnected approach between the two. 




    1.    Endorsed (informally) the Strategy’s revised Priorities, Outcomes, Priority Populations, System Capabilities and new, internal Programme Management guidance.

    2.    Endorsed (informally) the set of core Principles for Working with Communities for incorporation into the Surrey Health and Wellbeing Strategy.

    3.    Endorsed (informally) an enhanced collaborative effort to work creatively with those communities in geographic areas of deprivation with the poorest health outcomes  ...  view the full minutes text for item 29/21



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    The Health and Wellbeing Board communications sub-group has updated its Communications Plan for 2021/22 to build on its work during the previous year and make sure upcoming activity is aligned with the refreshed Health and Wellbeing Strategy.


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    Andrea Newman - Strategic Director for Communication, Public Affairs and Engagement (SCC)

    Giselle Rothwell - Director of Communications and Engagement, Surrey Heartlands ICS


    Key points raised in the discussion:


    1.    The Strategic Director for Communication, Public Affairs and Engagement (SCC) noted that she would welcome the opportunity to report into the Board on a more frequent basis going forward, in order to provide a deeper dive into some of the campaigns and communications activities undertaken.

    -       In a later comment the Chairman welcomed both periodic updates and deep dives into key areas and campaigns at future Board meetings.

    2.    The Strategic Director for Communication, Public Affairs and Engagement (SCC) highlighted:

    ·         That having taken over chairing the Health and Wellbeing Communications Sub-Group alongside the Director of Communications and Engagement, Surrey Heartlands ICS; there had been a shift in the Sub-Group’s approach to ensure a more strategic focus in its work and to utilise the breadth of experience available.

    ·         That the Sub-Group met periodically and worked collaboratively which had become more important as the Multi-Agency Information Group (MIG) had been disbanded post-Covid; collaborative working was key within the winter communications planning sub-group and the communications groups for the Surrey Safeguarding Children Partnership and the Surrey Safeguarding Adults Board.

    ·         That the Communications Plan was split into three workstreams and had been updated to reflect the changes regarding the Health and Wellbeing Board’s Priorities and she welcomed feedback on the Plan.

    ·         That despite the focus over the last year on Covid-19 and the vaccine rollout, there had been a multitude of other communications campaigns.

    3.    The Director of Communications and Engagement (Surrey Heartlands ICS) highlighted:  

    ·           The communications overview 2020/21, noting the communications campaigns around Covid-19 and the partnership approach through the MIG, where key messages, assets including videos were disseminated and health and wellbeing support was signposted.

    ·           That new tactics had been explored whilst in the middle of the pandemic, including the SoonSurrey Instagram account for young people and the wide use of trusted voices across the partnership promoting that consistent messaging and would be vital going forward in continuing to help support the Health and Wellbeing Strategy.

    ·           That the Covid-19 vaccination programme highlighted the proactive joint working across the system and key partners, maximising local relationships with the Imam at the Shah Jahan Mosque in Woking, with the Surrey Minority Ethnic Forum, the Gypsy, Roma and Traveller Community, the universities and the District and Borough Councils helped with reaching into local communities.

    ·           That a joint approach had been taken to address vaccine hesitancy and misinformation through targeted campaigns based on behavioural insights and noted the work to reducing health inequalities through the joint equalities and engagement communications group and stakeholder reference group.

    ·           The mental health campaign called the ‘We Are the Face of Support’ to raise awareness of the preventative steps for residents and signposting to support services, featuring mental health practitioners and staff. The campaign supported the work of the Mental Health Partnership Board and was the first-time partners had  ...  view the full minutes text for item 30/21



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    As part of the Health and Wellbeing Board’s responsibility over the county’s statutory requirement for the development and delivery of a Surrey Community Safety Agreement, under Priority 3; the Police and Crime Commissioner for Surrey is asking the Board to consider the questions posed in the report.


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    Alison Bolton - Chief Executive, Office of the Police and Crime Commissioner for Surrey (OPCC)


    Key points raised in the discussion:


    1.    The Chief Executive (OPCC) introduced the report on behalf of the Police and Crime Commissioner for Surrey and highlighted:

    ·         The ongoing consultation around the Police and Crime Commissioner (PCC) for Surrey’s Police and Crime Plan for 2021-24.

    ·         Police and crime plans were statutory documents set by every PCC after they were elected, and the purpose of that Plan was to set the strategy for policing and for community safety over the PCC’s tenure. 

    ·         The PCC would use the Plan to hold the Chief Constable of Surrey Police to account and residents would use the Plan to hold the PCC to account.

    ·         That when Lisa Townsend was elected in May 2021 as Surrey’s PCC, she was clear that she wanted her Plan to be informed by and reflective of the different views of residents and stakeholders across the county.

    ·         That over the summer the PCC and the Deputy PCC, had undertaken a multitude of consultation exercises with various groups and across a range of themes such as rural crime, violence against women and girls (VAWG), sexual violence and road safety.

    ·         That the PCC wanted to ensure that the key strategic boards in the county such as the Health and Wellbeing Board had the opportunity to provide input into the Plan before moving to the next consultation phase.

    ·         That the key questions to guide feedback on the future priorities for Surrey Police and for community safety were included in the report and asked that Board members share the questions with colleagues within their organisations and agencies.

    ·         Responses were to be provided by the end of the month to Sarah Haywood - Policy and Commissioning Lead (OPCC) via her email address as noted in the report.

    ·         It was hoped that the Plan would be finalised in November following the approval of the Chief Constable of Surrey Police and the Surrey Police and Crime Panel.




    1.    Considered the questions posed by the Commissioner below at this Board meeting, in order to provide input into the development of the Surrey Police and Crime Plan.

    2.    Board members would pose the Commissioner’s questions within their own organisations and would provide their responses to the Office for Police and Crime Commissioner in a timely manner.


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    The attached summaries describe the Surrey Heartlands and Frimley System responses to the NHS 21/22 NHS Priorities and Operational Planning Guidance. 


    The South West London Health and Care Partnership Operational Plan 2021/2022 has been included for reference.




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    Karen McDowell - Surrey Heartlands Integrated Care System (ICS) Chief Operating Officer / NHS Surrey Heartlands Clinical Commissioning Group (CCG) Deputy Accountable Officer

    Nicola Airey - Executive Place Managing Director - Surrey Heath, NHS Frimley Clinical Commissioning Group (CCG)


    Key points raised in the discussion:


    1.    The Chief Operating Officer (Surrey Heartlands ICS)/Deputy Accountable Officer (NHS Surrey Heartlands CCG) highlighted:

    ·      That the Surrey Heartlands Health and Care Partnership (HCP) 2021/22 operational plan set out how it would be delivered against the NHS 21/22 NHS Priorities and Operational Planning Guidance which included six national priorities over April-September, covering areas such as the recovery of services, continued partnership working and addressing health inequalities.

    ·      That NHS England and Improvement South East Region rated Surrey Heartlands HCP 2021/22 operational plan for the first half of the year as Green overall, with further guidance to be received imminently regarding the plan for October-March.

    ·      That senior responsible officers for each of the priorities and executive leads had been identified; the milestones were starting to be reported against each of the priorities through the Surrey Heartlands assurance report.

    2.    The Executive Place Managing Director - Surrey Heath (NHS Frimley CCG) highlighted:

    ·         That NHS England and Improvement South East Region also rated the Frimley Health and Care ICS 2021/22 operational plan for April-September as Green overall.

    ·         That the planning guidance for October-March was expected on 16 September, the plan for the second half of the year would be a continuation of the narrative of the plan for April-September but with updated finance and activity data.

    ·         Reassured the Board that although both plans were responding to the national priorities, those national priorities were in line with the Surrey Health and Wellbeing Strategy.

    3.    The Chairman noted that with the national announcement yesterday it looked as though the plans for the second half of the year would roll on from the April-September plans which was positive in terms of long-term planning.




    1.      Noted the Surrey Heartlands HCP and Frimley Health and Care ICS 2021/22 operational plans for April-September, from a Surrey-wide perspective.

    2.      Board members would share the operational plans within their organisations.

    3.      Noted the South West London Health and Care Partnership operational plan 2021/2022 for reference.


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    Surrey’s new Physical Activity Strategy to 2030 seeks to create a ‘Movement for Change’ so that everyone, but with a particular focus on those who need it most, can benefit from the individual advantages of being active, and contribute to the building of safer, more connected and more resilient communities.


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    Elizabeth Duggan - Managing Director - Active Surrey (SCC)


    Key points raised in the discussion:


    1.    The Managing Director - Active Surrey (SCC) highlighted:

    ·         The activity over the last year in developing the system approach to physical activity through consulting with residents and their experiences and challenges.

    ·         That being active was positive for all ages, noting the proven benefits of a more active lifestyle such as the reduction in: the risk of osteoarthritis by over 80%, the risk of type 2 diabetes by up to 50%, heart disease, stroke, depression and dementia by up to 30%, as well as the confirmed link between regularly active people and less severe Covid-19 outcomes.

    ·         That beyond the health benefits, active travel had an important role to play against the climate emergency, community led initiatives were vital as for example sport and physical activity played an important part in reducing anti-social behaviour and addressed social isolation by creating a sense of belonging.

    ·         That physical activity levels were tracked nationally via Active Lives survey data, and over the course of the pandemic activity levels were low nationally; and in Surrey there had been some significant declines in numbers of regularly active people with levels at their lowest on record since 2015 with over 220,000 people who moved for less than thirty minutes a week.

    ·         That where there was inactivity there was inequality as those who had the most to gain, were the least able to take part in physical activity. A disproportionate number of those 220,000 inactive people were from deprived communities, such as those from ethnic minority groups, those with disabilities or long-term health conditions.


    Alison Bolton left the meeting at 11.51 am


    ·         That the Movement for Change physical activity strategy set out the long-term and ambitious commitments for a more active county, running parallel to and as a sustainable way to support the Community Vision for Surrey by 2030.

    ·         That co-production was central to the strategy, listening to all residents but with a focus on inactive residents, the process was led by a cross-system steering group to ensure a whole system responsibility.

    ·         That through undertaking co-production two key priorities were identified to make it easier for everyone to move more and the research highlighted the importance of a focused approach to those needing extra support, facing the barriers of time, money and self-worth.

    ·         The strategy highlighted four priority areas to focus on:

    -       giving a positive start to children and young people, through working with schools, parents and the young people themselves to establish the foundations for a healthy active lifestyle.

    -       connecting communities and under-represented groups, recognising the importance of community led action to ensure a place-based approach to physical activity.

    -       creating active environments, noting the focus on active travel and the rise in sedentary behaviour particularly throughout the pandemic; it was vital to reframe being active as the daily norm for people again.

    -       creating a stronger link between physical activity and health including mental health, by creating more  ...  view the full minutes text for item 33/21



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    The Covid-19 pandemic has exposed the vulnerabilities of those living with obesity. Evidence supports taking a “Whole System Approach”, working across partners, including communities to address the barriers and opportunities in helping the people in Surrey to achieve and maintain a healthy weight.


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    Jane Semo - Public Health Development Worker (SCC)


    Key points raised in the discussion:


    1.    The Public Health Development Worker (SCC) highlighted:

    ·         The multitude of factors that influence a person’s weight throughout their life, noting the enablers and barriers to maintaining a healthy weight.

    ·         The common areas to tackle obesity identified as part of a whole systems approach, for example increasing active travel, educating people about the benefits of a healthy lifestyle and exercise, and providing access to weight management support.

    ·         The overview of the whole systems approach framework which was commissioned by Public Health England and developed by Leeds Beckett University who piloted the approach with several local authorities in the country.


    Nicola Airey left the meeting at 12.04 pm


    ·         That the framework followed six phases using all parts of the system to effect change through identifying the gaps in provision rather than focusing on individual interventions, beginning with the set-up, building the local picture, mapping the local system, taking action, managing the system network and ending on reflect and refresh.

    ·         Other pieces of work in relation to helping people to achieve a healthier weight as part of the whole systems approach included the use of grant payments from the Contain Outbreak Management Fund (COMF) to enable YMCA Redhill, Active Prospects, Stanwell Family Centre, Home Start (Runnymede, Woking and Ewell, Banstead) and Voluntary Action north west Surrey - all receiving £16,000 each with a further £4,000 having established an action plan in phase four of the framework.

    ·         That Surrey Heath Borough Council was taking a whole systems approach with support from Voluntary Action north west Surrey, and Active Surrey had been funded to support each project.

    ·         That the next steps entailed the monitoring and supporting of the progress of the whole systems approach pilots and developing an evaluation framework.

    ·         The recommendation which asked the Board to expand the whole systems approach and embed the framework in the other District and Borough Councils across Surrey as the framework was aimed at local authorities, with advocacy from the leadership to identify a person to lead on the approach - particularly someone from Reigate and Banstead Borough Council to support YMCA Redhill on the matter.

    2.      The Chairman noted that regarding ensuring engagement from the District and Borough Councils, it would be beneficial to get the matter onto the agendas of the Surrey Leaders’ Group and the Surrey Chief Executives’ Group.

    3.      The Priority Two Sponsor agreed with the importance for District and Borough Councils to embrace the framework and was happy to assist on the matter.

    4.      The Chairman noted a comment in the Teams chat whereby the Executive Director for Children, Families and Lifelong Learning (SCC) was happy to flag the whole systems approach to obesity which would fit into the work around Healthy Schools; at the planning session regarding an upcoming District and Borough Children's meeting.




    1.    Board members would persuade and support Surrey’s Borough and District Councils to embed the Whole System Approach (WSA) Framework across  ...  view the full minutes text for item 34/21



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    The Board is to receive a verbal update on the work of the Surrey Local

    Outbreak Engagement Board (LOEB), which is a formal sub-committee of

    the Surrey Health and Wellbeing Board. The LOEB is a member-led Board

    created in response to the COVID-19 pandemic, which leads the

    engagement with local communities and is the public face of the local

    response in the event of an outbreak.

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    Sinead Mooney - Cabinet Member for Adults and LOEB Chairman (SCC)


    Key points raised in the discussion:


    1.    The Surrey Local Outbreak Engagement Board (LOEB) Chairman highlighted:

    ·         That since the last Health and Wellbeing Board, the LOEB had met twice.

    ·         The continuing collaborative work undertaken amongst the partnerships, agencies and the LOEB members in responding to and managing Covid-19; which had strengthened throughout the pandemic.

    ·         The Covid-19 data gathering and intelligence dissemination across the county, which was shared on a regular basis at the LOEB through the Covid-19 Surveillance Update.

    ·         The successful Surrey Community (Covid-19) Champions Programme established in nine Districts and Boroughs - with a further one to follow and the outstanding one was being engaged with - set up according to best practice in other London Boroughs at the start of the pandemic.

    ·         The offers of support from outside of Surrey, noting the Managed Quarantine Service hotel in Surrey accommodating British nationals and refugees from Afghanistan and the offer of help received from West Sussex County Council to support the Afghan refugees - providing essential items such as clothing, shoes and nappies.

    ·         The fluid communications and engagement strategy through the NHS Test and Trace Communications Plan for Surrey which evolved throughout the pandemic, with continuing communications via social media and traditional forms of media to residents. 

    ·         The ongoing updates within the Surrey COVID-19 Local Outbreak Management Plan agenda item on: the national easing of restrictions or Roadmap out of national lockdown for England, the Covid-19 vaccination rollout programme, Covid-19 testing updates including local contact tracing and updates from Surrey Police, Adult Social Care (SCC) and Children, Families and Lifelong Learning (SCC).

    ·         That it was good to see that LOEB members were taking the information provided at the meetings away and sharing it across their organisations; the next public LOEB meeting was on 19 November 2021.

    2.      The Chairman noted that the LOEB covered a broad range of issues around Covid-19 and praised the work of the LOEB and the Public Health (SCC) and the Communications (SCC) teams over the past eighteen months.




    The Board noted the verbal update on the work of the Surrey Local Outbreak Engagement Board.


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    The next meeting of the Health and Wellbeing Board will be on 2 December 2021.

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    The date of the meeting was noted as 2 December 2021.

    A date for the proposed private informal public meeting in late October/early November will be confirmed in due course, it is being provisionally planned to enable discussion of the Integrated Care Board and the Integrated Care Partnership as part of the Health and Care Bill 2021 following the publishing of recent guidance.