Councillors and committees

Agenda and minutes

Venue: Hybrid - Council Chamber, Woodhatch Place, Reigate, Surrey / remote via Teams

Contact: Amelia Christopher 


No. Item



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    To receive any apologies for absence and substitutions.

    Additional documents:


    Apologies were received from Michael Wilson CBE, Lisa Townsend - Alison Bolton substituted, Professor Claire Fuller, Rachael Wardell, Joanna Killian, Jason Halliwell - Georgia Swain substituted, Fiona Edwards - Nicola Airey substituted, Vicky Stobbart, Siobhán Kennedy, Carl Hall.






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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.


    Additional documents:


    There were none.




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    Additional documents:


Members' Questions pdf icon PDF 265 KB

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    The deadline for Member’s questions is 12pm four working days before the meeting (26 November 2021).


    Additional documents:


    One question had been received from a Member. The response was circulated to Board Members and can be found attached to these minutes as Annex A.


    No supplementary question was asked.



Public Questions

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    The deadline for public questions is seven days before the meeting (25 November 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.


    Additional documents:


    There were none.



    Before moving to item 5 an update on Covid-19 in Surrey was provided.


    The Director of Public Health (SCC) noted that:

    ·         rates in Surrey were high at 670 per 100,000 population - higher than the national average of 433 per 100,000 population.

    ·         four of Surrey’s eleven boroughs and districts ranked in the top ten nationally regarding Covid-19 rates and a further two ranked in the top fifteen; she highlighted that the situation was volatile, noting the current high rates in Waverley, Elmbridge and Tandridge.

    ·         whilst the high Covid-19 rates were notable in primary school aged children, high rates were seen across all ages except the over 60s.

    ·         Surrey’s Local Outbreak Management Plan (LOMP) continued to be updated in line with changes to national policy.

    ·         the changes in national policy as a result of the Omicron variant, such as the mandatory wearing of face masks on public transport and in shops.

    ·         safe behaviours around Covid-19 remained and emphasised the importance of taking up the Covid-19 booster dose, adults would be called forward by age.


    The Chairman thanked the Director of Public Health (SCC) and her team for their work on keeping Surrey safe; emphasising the need to continue to behave sensibly.





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    This paper provides an overview of the progress of local shared projects supporting delivery of the three Health and Wellbeing Strategy priorities as of 22 November 2021.


    Additional documents:




    Ruth Hutchinson - Director of Public Health (SCC) (in lieu of the Priority One Sponsor)

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

    Rob Moran - Chief Executive, Elmbridge Borough Council (Priority Three Sponsor)


    Key points raised in the discussion: 


    Priority One


    1.    The Director of Public Health (SCC) in lieu of the Priority One Sponsor highlighted:

    ·         Outcome 1 - “People have a healthy weight and are active”: there was a virtual launch event in September for Movement for Change - Surrey’s strategy for tackling physical inactivity by 2030; ongoing community engagement remained vital.

    ·         Outcome 2 - “Substance misuse is low(drugs/alcohol/smoking)”: ongoing collaborative work across partners, success in sharing drug awareness alert information through the drug related Harm Prevention Forum, the first Overdose Awareness Campaign rolled out in Surrey in August raising awareness on Naloxone - a medicine which reverses opium overdose.

    ·         Outcome 3 - “The needs of those experiencing multiple disadvantage are met”: work continued at pace, allocation from the Contain Outbreak Management Fund (COMF) and Household Support Fund to provide support for people experiencing homelessness especially over the winter, there were self-contained cabins in Surrey Heath providing crisis accommodation for fourteen individuals, nine new Housing First units opened in Surrey offering trauma-informed care.

    ·         Outcome 4 - “Serious conditions and diseases are prevented”:the launch of the “One You Surrey” health behaviour service, the adult weight management pilot, the launching of a remote carers health check in October - information was available on the Healthy Surrey website.

    ·         Outcome 5 - “People are supported to live well independently for as long as possible”: continuing to build capacity and widen the reach of Surrey’s reablement services via the collaborative reablement service which went live on 1 October 2021, the learning disability and autism reablement service went live at the beginning of August and Surrey County Council was recruiting mental health occupational therapists.

    2.    The Vice-Chairman complimented the new layout of the Highlight Report and noted the positive impact on residents of the recent Surrey Mental Health Summit.


    Priority Two


    3.    The Priority Two Sponsor highlighted:

    ·         Surrey’s second Mental Health Summit which took place yesterday with 143 participants including those with lived experiences and receiving mental health and emotional wellbeing support services, hearing from community projects that were focusing on enabling people to living emotionally health lives such as the Sheerwater project, Mary Frances Trust’s men’s football group, active champions and a message from young people on how to engage and listen.

    ·         the Men’s Suicide Prevention Pilot Project for men aged between 45-59 years old, in collaboration between public health, Surrey Police and Catalyst, training on the pilot would start in February and the Board would be updated in due course.

    ·         the One Surrey joint health and social care strategy for dementia, focusing on living well with dementia and addressing the gap in post-diagnostic support.

    ·         the recently launched Young Person's Safe Haven pilot in Guildford, which had  ...  view the full minutes text for item 41/21



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    The Health and Well Being Strategy priorities and related outcomes were endorsed in September; this report provides an update on the refresh of the implementation plans and on the metrics that show progress against the three priorities. The plans provide a summary of programmes supporting delivery of the strategy. Together these inform what is included in the regular highlight reports that are provided each quarter to the Board.

    In addition, further to the agreement at the November informal Board meeting, this report provides confirmation of the endorsed Key Localities for Working with Communities and HiAP (Health in All Policies) propositions that will be adopted to support the greater focus on reducing health inequalities.



    Additional documents:




    Ruth Hutchinson - Director of Public Health (SCC)


    Key points raised in the discussion:


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


    ·         that the report outlined the fourth and final stage of the Health and Wellbeing Strategy review and refresh, following the Board’s endorsement of stage three in September of the revised priority populations, the system capabilities and the principles for working with communities.

    ·         the alignment of the metrics around health inequalities across the system through intelligence and monitoring under the Surrey data strategy, ensuring that the current metrics or shared public indicators reflect the refreshed Strategy; aligning to the Surrey HWB Strategy Dashboard through the Surrey Index with data measured down to small geographical levels, for example through the Index of Multiple Deprivation (IMD).

    ·         the importance of recognising that organisations across the system have their own health inequalities indicators and dashboards including non-public dashboards; flexibility was needed through the alignment with the national Health Inequalities Dashboard and Surrey’s population health management programme. 

    ·         that the proposal was to have a new overarching metric for Surrey’s health inequalities ambition “difference (inequality) in Life expectancy across Surrey”:

    -       Inequality in life expectancy at birth (Female) for Surrey;

    -       Inequality in life expectancy at birth (Male) for Surrey.

    ·         that the aim was to reduce the gap in life expectancy between males and females in Surrey (the highest and lowest Local Super Output Areas (LSOAs))and the South East region, the overarching indicator was available in the public domain via Public Health England’s Fingertips website.

    ·         that regarding the implementation plans and the programmes, the aim was to publish an updated Surrey Health and Wellbeing Strategy in January 2022, utilising Board feedback gathered through stages one-three of the Strategy review and refresh.

    ·         that the Board’s Highlight Reports - published quarterly - demonstrated progress through the regular review of the Strategy’s three priorities, with operational delivery through the following boards:

    -       Priorities 1 and 3 - Prevention and Wider Determinants Board;

    -       Priority 2 - Mental Health Delivery Board.

    ·         that the new Strategy would need to be dynamic and future programmes would be considered ensuring how they:

    -       aim to reduce health inequality;

    -       focus on priority populations;

    -       require collaborative support of health and wellbeing partners;

    -       demonstrate milestones and short/medium term indicators to contribute to relevant outcomes within the Strategy.

    ·         that next steps included:

    -     continuing to work in an evidence-based way through the population health triangle, composed of:

    -     service-level interventions through robust programme management;

    -     community-level interventions through the Key Localities proposition beginning with five out of eighteen localities;

    -     civic-level interventions through the Health in All Policies approach (HiAP).  

    -     the development of the Surrey HWB Strategy Dashboard - aligning that with the Surrey Index - cutting across the population triangle.

    2.    A Board member thanked the Director of Public Health (SCC) for her leadership and the Public Health team (SCC) for its work across Surrey over the past year. He noted the importance of aligning the Board’s work  ...  view the full minutes text for item 42/21



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    As part of the reforms set out in the Health and Care Bill 2021-22, Integrated Care Systems are being asked to establish Integrated Care Partnerships.

    This paper outlines proposals for the Surrey Heartlands Integrated Care Partnership, including purpose, membership of the partnership and frequency of meetings.



    Additional documents:




    Rachel Crossley - Joint Executive Director, Public Service Reform (SCC)


    Key points raised in the discussion:


    1.    The Chairman noted:

    ·         the work underway by the Government around health integration, noting the progression of the Health and Care Bill 2021 through Parliament.

    ·         that the Bill proposed two separate bodies underneath the ICS NHS body, the Integrated Care Board (ICB) and an Integrated Care Partnership (ICP); Surrey’s proposed structure would be in shadow form from January 2022.

    ·         that the ICB would be an NHS board, with some statutory appointments, its role would be over the delivery of health services.

    ·         that Ian Smith had been appointed as the Chair-designate to the new ICB, Professor Claire Fuller had been appointed as CEO Designate for the Surrey Heartlands ICS; it was expected those appointments would take effect in April 2022.

    ·         that the Surrey Heartlands Oversight and Assurance Group (SOAG) would morph into the ICS executive, the ICS Board would morph into the ICB.

    ·         that the national guidance on the ICP was unclear, the intention however was for the ICP to sit alongside the ICB and Health and Wellbeing Board - which includes Frimley ICS and Surrey Heartlands ICS membership.

    ·         that the integration White Paper was delayed until February 2022.

    ·         that the proposed ICP membership in the report was flexible, the integration White Paper and ‘Messenger review’ may add responsibilities to the ICP such as around integrating housing within health and social care.

    ·         the importance of three representatives from the Voluntary, Community and Faith Sector (VCFS) within the ICP membership.

    ·         that going forward the Health and Wellbeing Board would meet approximately ten times a year alternating monthly between a formal and an informal meeting, at 2pm on a Wednesday afternoon for one hour and thirty minutes, with a short break before the meeting of the ICP.

    ·         that the increased frequency of the Health and Wellbeing Board going forward would mean adequate time for agenda items going forward. 

    2.    The Joint Executive Director, Public Service Reform (SCC) noted:

    ·         the importance of the ICP in not duplicating the work of the Health and Wellbeing Board which would remain responsible for the Health and Wellbeing Strategy, the ICP would focus on the pooled budgets such as the Better Care Fund.

    ·         that comments would be fed into ongoing deliberations pending any further national guidance on the ICP.

    3.      A Board member queried whether the Surrey-wide leads on mental health would remain on the Health and Wellbeing Board and therefore would not be included in the ICP membership.

    -       In response, the Joint Executive Director, Public Service Reform (SCC) clarified that mental health representation would remain on the Health and Wellbeing Board, the ICB and provider collaboratives.

    4.    A Board member stressed the need to be mindful as to whether there was sufficient representation of citizen or service user voice on the ICP - particularly around those people who are at risk of health inequalities.

    -       In response, the Chairman recognised the challenge of getting voices heard such as  ...  view the full minutes text for item 43/21



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    The Surrey Safeguarding Adults Board (SSAB) is a statutory multi-agency board with responsibilities set out in the Care Act 2014. The SSAB is chaired by an independent chair, Mr Simon Turpitt.


    There is a statutory duty for all Safeguarding Adult Boards to publish an annual report and disseminate to various parties, of which the Health and Wellbeing Board is one.


    Additional documents:




    Simon Turpitt - Independent Chair of the Surrey Safeguarding Adults Board (SSAB)


    Key points raised in the discussion:


    1.    The Independent Chair (SSAB) noted:

    ·           the challenging year dominated by the Covid-19 pandemic, driving lockdowns causing isolation, fear, mental health pressures and family splits, and pressure put on staff through increased risk when transporting their patients and clients and during home visits.

    ·           positive responses included: staff adapting by finding innovative ways of working or using technology to maintain customer contact, the voluntary sector ensured that support channels remained open, increased co-operation between agencies working more closely with other boards and partnerships; despite the decreased visibility of concerns, safeguarding remained the focus - led by a new board manager.

    ·           that over the past eighteen months partnership working had strengthened with the Health and Wellbeing Board, the Surrey Safeguarding Children Partnership Board, the Domestic Abuse Management Board, the MHPB and LeDeR Governance.

    ·           that during the first lockdown there initially was a decrease in the number of safeguarding concerns, later increasing by 32% with the lifting of the lockdown.

    ·           that the number of Section 42s under the Care Act 2014 increased by 27% - training on Section 42s had increased reporting.  

    ·           that the number of Safeguarding Adults Reviews (SARs) was six which was more than the previous year and included joint SARs and Domestic Homicide Reviews (DHRs) which was a unique situation across the country, two SARs had been published on the SSAB website.  

    ·           a bar chart showing the breakdown of enquiries received by the SSAB, with a large number concerning neglect and acts of omission which included the ignoring of or failure to provide medical, emotional, physical, educational or nutritional care needs; there was an increase in domestic abuse enquiries - learn from those situations was crucial.

    ·           the outcomes from the work included:

    -       training on enquiry handling concerning Section 42s, safeguarding essentials with the district and borough councils and the VCFS, and Individual Management Review Writing (IMR) for SARs. 

    -       communications - SSAB quarterly newsletter, a contribution to the Safeguarding Awareness Week and a SSAB Twitter account and Covid-19 information page including a dedicated Care Home page and Learning Lessons from SARs published on the SSAB website.

    -       other - developing and improving SSAB’s Q&A data, realignment of the sub-groups to more accurately reflect the work programme.

    ·         focus areas going forward:

    -       the significant increase in SARs - now up to twelve - lessons learnt must be taken on board across all the agencies;

    -       the pressure on resources which needed to be understood and responded to;

    -       the building of a new three-year strategic plan;

    -       the improving of SSAB’s links with the third sector through a Third Sector Forum;

    -       the strengthening of the communication strategy supported by the Surrey County Council;

    -       building a bigger focus on supporting care homes;

    -       strengthening quality assurance.

    2.    A Board member noting that having worked closely with Independent Chair and having joined the SSAB’s executive, commended the work of the  ...  view the full minutes text for item 44/21



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    The Annual Report of the Surrey Safeguarding Children Partnership (SSCP) is part of the safeguarding partners accountability to members of the full Partnership, the national Child Safeguarding Practice Review Panel, relevant agencies and, most importantly, Surrey’s children and families who are the principal beneficiaries of the activity of the Partnership.


    Additional documents:




    Simon Hart - Independent Chair and Scrutineer of the Surrey Safeguarding Children Partnership (SSCP)

    Paul Bailey - Partnership Development Manager (SCC)


    Key points raised in the discussion:


    1.    The Partnership Development Manager (SCC) noted:

    ·         that publishing an Annual Report was a statutory responsibility of the SSCP and had been approved by the SSCP’s executive group and SSCP as a whole and had been scrutinised by the Independent Chair and Scrutineer.  

    ·         that since its formation in 2019 the SSCP had matured and developed its priorities.

    ·         the collective work in continuing to safeguard children during the Covid-19 pandemic, fulfilling the statutory responsibilities and continuing to develop programmes of work.

    ·         that the SSCP had cleared the backlog of Serious Case Reviews (SCRs) from the former Surrey Safeguarding Children’s Board, had strengthened its practice in responding to serious child safeguarding incidents through holding Rapid Reviews, commissioning Local Child Safeguarding Practice Reviews, and disseminating the learning from those cases.

    ·         the need to focus on building good quality multi-agency safeguarding practice system-wide to prevent such incidents from happening.

    ·         the progress made on the three SSCP priorities for 2021-2024 and areas for improvement.

    ·         that more work needed to be done around neglect, and emotional wellbeing and mental health.

    ·         that the next steps were to focus on the implementation of the SSCP’s priorities, improving the quality of practice and the lived experience for children and families.

    2.    The Independent Chair and Scrutineer (SSCP) noted:

    ·         that his role was to make an objective comment on the analysis contained within the Annual Report.

    ·         Four of the themes identified from his scrutiny:

    -       Governance arrangements:

    -       that when the SSCP was created it was recognised that it needed to be different to the Surrey Safeguarding Children’s Board and that aim had been delivered;

    -       the operating arrangements followed the strategic priorities;

    -       the membership was extensive across all of the organisations that had a safeguarding interest in Surrey;

    -       that leadership accountability whilst resting with the three statutory partners, was shared by extended leadership arrangements with key partners;

    -       management arrangements were in place through the sub-groups;

    -       the SSCP is well resourced through funding and commitment from its safeguarding partners to their safeguarding responsibilities.

    -       Scrutiny arrangements:

    -        scrutiny was a key responsibility of the SSCP and arrangements for effective scrutiny included: his role to challenge was strongly encouraged by all partners particular concerning legacy cases, the Peer Review undertaken by Isles of Scilly and Cornwall Safeguarding Children Partnership, collaborative work was encouraged working with Surrey County Council and its relevant select committee and taking note of all formal inspections with a focus in the first year on the Ofsted Priority Action Board, looking at Surrey County Council’s improvement programme such as around youth justice services;

    -        escalation arrangements in place were highly important;

    -        there is a need to work more closely with partners to ensure that the views of different practitioners across organisations working with the same families are respected and understood;

    -        further scrutiny of formal  ...  view the full minutes text for item 45/21



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    Following the Digital Inclusion: Programme Initiation Document (PID) provided at the September (Informal) Board meeting, the Digital Inclusion Strategy is presented to the Board to endorse.




    Additional documents:




    Samantha Hooper - Project Manager, NHS Surrey Heartlands Clinical Commissioning Group


    Key points raised in the discussion:


    1.    The Project Manager (NHS Surrey Heartlands CCG) noted:

    ·         her thanks to Board members for their advice and input in the development of the Strategy over the last six months.

    ·         that from January 2022 the team would be in a position to roll out some substantial changes within Surrey Heartlands ICS via a citizen-centric approach to increase digital engagement.

    ·         the results of the Citizens Online survey commissioned in 2019 by Surrey County Council to assess the scope of digital exclusion in Surrey Heartlands, whereby approximately 200,000 residents were digitally excluded due to a lack of basic digital skills - rising to 250,000 using the data from the Surrey Office of Data Analytics (SODA).

    ·         the key identifiable challenges requiring greater focus.

    ·         that currently the project would run for twelve months and required a longer-term commitment and further funding going forward.

    ·         that areas requiring additional scope included care homes, under 18s and integrating voice activated technologies system-wide.

    ·         that the work will underpin all of the digital programmes across Surrey County Council and the Surrey Heartlands ICS going forward; with alignment underway with existing projects, working with Surrey Care Record for example on their public communications to digitally excluded residents and on the Digital Navigator project.

    ·         she welcomed feedback and any further conversations outside of the meeting. 

    2.    The Chairman noted that if required, an update on the Strategy could be brought to a future Board meeting.




    That the Health and Wellbeing Board endorsed:


    1.    Top-down change to project design approaches and assessment documents to ensure digital inclusion is a consideration from the beginning, both for service providers when working with a new client, or NHS/Government-led projects that impact citizens in any way.

    2.    A comprehensive hub of support and training available to all citizens, and also for service providers to refer clients for assistance in engaging with digital.

    3.    Improved engagement with all existing support available across Surrey Heartlands, from charities and key service providers to community-led initiatives and localised groups offering digital skills training.

    4.    A targeted improvement plan around connectivity, technology and digital skills training for care home staff and residents.

    5.    A comprehensive public-facing communications plan around available help, focused on appropriate channels for digitally excluded residents.

    6.    Quality assessments done on more traditional engagement platforms such as face to face time, telephone and postal communications to ensure those services are still offering the best level of service to those who wish to use them.

    7.    Ensuring that choice is the key message to citizens – making support tools easily accessible if they wish to make use of them, but equally respecting the individual’s choice whether or not to engage with digital services.


    Actions/further information to be provided:


    1.    If required, an update on the Digital Inclusion Strategy 2021-22 can be brought to a future Board meeting.





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    The Better Care Fund is a local single pooled budget that facilitates integrated working between health, social care, and wider partners. The planning template submission for 2021/22 (Annex 1) sets out the areas of spend for Surrey’s Better Care Fund, together with metrics along with an updated Narrative Plan (Annex 2) that provides more detail and examples of the approaches being taken in Surrey. 



    Additional documents:


    Item 12 was taken before item 11 whilst the Board was quorate



    Simon White - Executive Director for Adult Social Care and Integrated Commissioning



    Key points raised in the discussion:


    1.    The Executive Director for Adult Social Care and Integrated Commissioning (SCC) noted:

    ·         that as the guidance for the Better Care Fund submission for 2021/22 was provided at the end of September, the existing programme was continued with a few additional schemes which are itemised in the report.

    ·         that the schemes are funded by the additional contribution from the Clinical Commissioning Groups (CCGs) and have been agreed with the local joint commissioning groups.

    ·         that a thorough review of the Better Care Fund would be undertaken before the new Government guidance is published and suggested that the Board postpone its discussion about the detail until that review has been carried out which will be implemented in the next financial year.




    That the Health and Wellbeing Board provided final approval for the 2021/22 Better Care Fund Submission, noting the national planning conditions have been met; including the minimum CCG funding contribution, the minimum funding allocation to NHS Commissioned Out of Hospital Spend, and minimum funding allocation to Adult Social Care services.


    Actions/further information to be provided:






DRAFT POLICE AND CRIME PLAN 2021-2025 pdf icon PDF 234 KB

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    This report introduces the draft Police and Crime Plan 2021-2025 to the Health and Wellbeing Board and considers the opportunities for the Police and Crime Commissioner and the Board to work together.


    Additional documents:




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

    Gavin Stephens - Chief Constable, Surrey Police


    Key points raised in the discussion:


    1.    The Chief Executive (OPCC) noted:

    ·         that the draft Plan following consultation was presented in its near final iteration having been reviewed and commented on by the Surrey Police and Crime Panel last week.

    ·         that the Police and Crime Plan is an important statutory document, which holds the Chief Constable to account and sets out the Police and Crime Commissioner for Surrey’s (PCC) priorities for policing and crime in Surrey; and forms the basis of the OPCC’s work with partners and its commissioning activity.

    ·         that the PCC was fairly unusual in her approach in starting with a blank document, as the PCC sought to consult widely on her draft Plan, incorporating feedback from the Chief Constable.

    ·         the five key priorities in the draft Plan.

    ·         that the draft Plan is reliant on the co-operation of partners beyond policing, hence why it has been shared with the Board to explore how it could work with the OPCC to achieve elements of the draft Plan; and it would be shared with other key partners across the county.

    ·         that the PCC and OPCC colleagues were looking at meeting with Community Safety partners and others next year to deliver the draft Plan.

    2.    The Chief Constable (Surrey Police) noted that he was pleased with the extensive public consultation on the draft Plan which has been reflected in the five priorities, Surrey Police had been involved throughout the process and he strongly endorsed the draft Plan; he looked forward to working with Board members on delivering it.

    3.    The Chairman welcomed the comprehensive draft Plan and welcomed the final version of the Plan to be received by the Board in the new year, to look at what Board members can do to support the delivery of the Plan.



    1.    Noted the report and the draft Police and Crime Plan.

    2.    Would consider the opportunities for greater collaboration with the Police and Crime Commissioner for Surrey.


    Actions/further information to be provided:


    1.    The Board will receive the final Plan in the new year - following publication - to look at what Board members can do to support its delivery. 




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    The purpose of this report is to provide an update for the Health and Wellbeing Board on the activity, initiatives and achievements that are being undertaken by a range of agencies working collaboratively across Surrey and the progress being made, under the auspices of the Mental Health Partnership Board, in delivering the recommendations of the peer-led independent review of the mental health system and improving mental health outcomes, experiences and services.

    Additional documents:




    Alan Downey - Independent Chairman, Surrey Mental Health Partnership Board (MHPB)


    Key points raised in the discussion:


    1.    The Independent Chairman (MHPB) noted:

    ·         that the MHPB had moved into a delivery phase led by the Delivery Board chaired by Professor Helen Rostill and Dr Tim Bates.

    ·         that the MHPB met quarterly and its role had adapted to provide scrutiny and support over the delivery work.

    ·         his praise for the commitment and the hard work of those involved in the delivery work over the summer progress made was outlined in the report.

    ·         the need to be mindful of the risks in the implementation of the programmes as set out in section twelve of the report.

    ·         areas of focus for the MHPB to scrutinise at its next meeting in January:

    -       the need to be clearer about the priorities;

    -       the need to make sure that the positive evidence of improved working across boundaries at senior level translates down to middle-management and from the frontline upwards;

    -       the need to be clear about deadlines and timescales of delivery;

    -       the need to be clear about how the benefits and the results would be measured;

    -       the need to be cautious going forward regarding the delivery phase and scale of ambition. 

    2.    The Chairman recognised the challenging journey ahead and positive activity underway as captured through the Surrey Mental Health Summits; addressing the rise in the demand for mental health services was a large issue facing organisations across Surrey and the Board looked forward to further updates in the new year.



    1.    Noted and welcomed the progress made in the mobilisation and establishment of the improvement programme to date.

    2.    Approved the key next steps in the programme, as set out in section 11.0 of the report and support system-wide awareness of them and their progress by proactively cascading them.

    3.    Noted and supported the organisation of a second Surrey Mental Health Summit which was held on 1 December 2021.

    4.    Noted the key programme risks as outlined in section 12.0 of the report.


    Actions/further information to be provided:







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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.

    Additional documents:




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


    Key points raised in the discussion:


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

    ·         the concise update on Surrey’s current position concerning Covid-19 provided before item 5 by the Director of Public Health (SCC).

    ·         that the LOEB agenda continues to broaden at every meeting.

    ·         that it would be beneficial for the minutes of the previous LOEB meeting to be circulated to Board members for reference.  

    2.    The Chairman welcomed the suggestion to circulate the previous LOEB minutes and noted the continuously changing situation around Covid-19.




    That the Board noted the verbal update on the work of the LOEB.


    Actions/further information to be provided:


    1.    The minutes of the previous LOEB meeting - 19 November 2021 - will be circulated to Board members.




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    The next meeting of the Health and Wellbeing Board will be on 16 March 2022 (Provisional).

    Additional documents:


    The date of the next public meeting was noted as 16 March 2022, there would be an informal private meeting before that date.