Purpose of the item: To review the minutes of the previous
meeting. The minutes will be formally agreed as a
true and accurate record of proceedings at the next public meeting
of the Select Committee.
Purpose of the item: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.
NOTES:
·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.
Purpose of the item:To provide a progress update on the programmes which
make up the ASC transformation programme and to share the ambition
for 2022/23.
Sinead Mooney –
Cabinet Member for Adults and Health
Liz Uliasz –
Deputy Director of Adult Social Care
Kathryn Pyper –
Senior Programme Manager, Adult Social Care
Sue Murphy –
CEO, Catalyst
Immy Markwick –
Mental Health Lead, Independent Mental Health Network
Key
points raised during the discussion:
The Senior Programme
Manager introduced the report and highlighted the scale of the
Transformation Programmes, which covered seven areas of Adult
Social Care (ASC). An overview of each of the Transformation
Programmes was provided to the Select Committee Members. The
Transformation Programmes were designed to deliver savings of
£8.7 million in the 2021/22 financial year and it was
expected that just over £5 million of those would be
achieved. This was largely a consequence of the impacts of the
COVID-19 pandemic on care packages. ASC had bid for £3.3
million of funding which would be used to invest in achieving
financial benefits of £13.8 million. The progress of each
Transformation Programme was robustly monitored by the ASC
Leadership Team.
A Member asked
whether other areas in ASC would receive reduced funding, in
attempt to achieve the efficiencies which the Transformation
Programmes were unlikely to fulfil. The Member also questioned
whether the assumption of investment to produce financial benefits
had been factored into the plans from the start. The Deputy
Director of ASC explained that the focus was on remodelling
delivery of services, rather than delivering financial cuts. The
most appropriate outcomes for service users were the priority. The
Cabinet Member for Adults and Health highlighted that the
Transformation Programmes were about developing the Council’s
offer through improving the quality of care and developing options
for service users.
A Member enquired
about how realistic the expected benefits were, given the
continuing impact of the pandemic and high level of inflation, and
what mitigations were in place to respond to those pressures. The
Deputy Director responded that the savings were about purchasing
care in the most efficient way. Fee uplifts had been factored in to
ensure that the Council’s fees were sustainable. The ASC team
worked closely with the NHS to support them and to plan for future
impacts of the pandemic.
With reference to the
table included on page eight of the report, a Member asked how the
level of efficiencies would be achieved through the market
management process. The Deputy Director emphasised that this was
about the establishment of a different relationship with the
provider market and having a dynamic purchasing framework. The
Cabinet Member explained that the commissioning team had developed
a consistent, and more digitally streamlined, approach. The
commissioning team were to provide a more detailed written response
to the Member in due course. The Deputy Director added that ASC now
had a centralised brokerage team, which ensured that all care
packages were sourced through one team.
A Member asked
whether ASC was on track to deliver all 500 Supported Independent
Living units by 2025. The Deputy Director reassured the Member that
they were on track to deliver this ...
view the full minutes text for item 5/22
Purpose of the
report:This report presents the
Joint Health and Social Care Dementia Strategy for Surrey
(2022-2027) for the Select Committee’s views and input during
the consultation period, which runs until 21 January
2022.
Sinead Mooney –
Cabinet Member for Adults and Health
Jane Bremner –
Head of Commissioning (Mental Health), Surrey County
Council
Marion Heron –
Commissioning Manager for Dementia, Surrey Heartlands
CCG
Kate Scribbins
– Chief Executive, Healthwatch Surrey
Key
points raised in the discussion:
The Head of
Commissioning (Mental Health) and Commissioning Manager for
Dementia presented slides on the report (attached as Annex 1). The
Head of Commissioning highlighted that the Strategy had been
developed based on both the national and local context, as well as
feedback from residents. The consultation period was due to finish
later this month (January 2022) and the final Strategy should be
launched in April 2022. The Commissioning Manager shared the
preventing well ambitions which included work around enhancement of
post-diagnosis health support, whereby Age UK Surrey would run
courses on this. Primary Care Networks (PCNs) had been incentivised
to look at their case handling of patients with potential health
risks. With reference to the diagnosing well ambitions, it was
shared that the Alzheimer’s Society would now provide
services based on demand, to avoid a ‘postcode
lottery’. Management of demand in the future would need to be
revisited due to the consequences of an ageing population.
Regarding the living well ambitions, the Alzheimer’s Society
had been looking at areas where there were a lack of dementia
friendly communities and how they could be improved. A pilot in
East Surrey had been established to help expand crisis support
available to all affected parties. There had also been discussions
with the Police about identification of vulnerable people and the
support required.
Neil Houston left the meeting at 12.12pm.
The Chief Executive
of Healthwatch Surrey welcomed the draft Strategy and appreciated
the input that Healthwatch’s insight on the topic was able to
have. Following Healthwatch’s extensive research, three
recommendations were made which included: building access to
dementia navigators and spreading resources equitably across
Surrey; the importance of informal support offered by local groups;
and empowering primary care to signpost effectively to the support
on offer. The Chief Executive shared that Healthwatch would like to
see the draft Strategy go further in terms of the areas covered by
their recommendations.
The Chairman asked
about how it could be ensured that there wass an equitable
situation regarding PCNs. The Commissioning Manager explained that
the work of the PCNs was being shaped by their population
management work which would help with case handling. There was
still work to be done in this area, but changes were starting to be
made. Monitoring of the dementia registers and other relevant data
would help to track the progress of this work.
With reference to a
question on the links between areas of multiple deprivation and
dementia sufferers, the Head of Commissioning shared that there was
a lack of focus on prevention for dementia specifically within the
Health and Wellbeing Strategy (HWS). A key driver for developing
the Joint Dementia Strategy was about reducing inequality. Work had
been undertaken with Public Health colleagues to ...
view the full minutes text for item 6/22
Purpose of the item: For the
Select Committee to review the attached recommendations tracker and
forward work programme, making suggestions for additions or
amendments as appropriate.
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