Agenda item

Daily surveillance of COVID-19 data and intelligence is key to identifying increasing rates of COVID-19 in the community and taking prompt action as per Surrey’s Escalation Framework (i.e. deployment of mobile testing units, internal/external communications). A COVID-19 Intelligence Report for Surrey, summarising data that is in the public domain, is now being published every Monday. 

Witnesses:

Naheed Rana - Public Health Consultant, Intelligence and Insights (SCC)

Ruth Hutchinson - Director of Public Health (SCC)

Andrea Newman - Director of Communications and Engagement (SCC)

Key points raised in the discussion:

1.      The Public Health Consultant introduced the report, noting that the COVID-19 weekly intelligence summary produced every Monday provided residents and partners with regular insight and intelligence into COVID-19 cases within Surrey and how that compared with the national and regional context.

2.      She explained that the COVID-19 weekly intelligence summary outlined the most up to date data available in the public domain - the Public Health team was mindful of confidential data sharing agreements with agencies such as Public Health England (PHE). She highlighted that:

·           The data was shared through various communication channels including the Board, the Health Protection Officers Group (HPOG), the Surrey Local Resilience Forum (SLRF) and, Surrey Heartlands Integrated Care System (ICS) and Frimley ICS. She commented that there had been positive feedback and further questions asked from residents.

·           The COVID-19 weekly intelligence summary report contained the daily rates and data trends over seven days for Surrey’s eleven boroughs and districts and how Surrey ranks nationally.

3.      The Public Health Consultant explained that data, intelligence and surveillance was being monitored daily, allowing the Public Health team to assess the triggers for prompt action to be taken in line with the Escalation Framework and in conjunction with the Communications team and health partners. She highlighted that:

·           The triggers were related to cases per 100,000 over the seven-day rate as well as the fourteen-day rate which had less variation due to reporting delays.

·           The fortnightly case rate for Surrey was 31.3 per 100,000, slightly higher than the South East rate at 25.3 per 100,000 and significantly lower than the England average rate of 79.2 per 100,000. The seven-day weekly rate for Surrey was 13.6 per 100,000 and the overall Surrey rate as well as the rates for each of the eleven districts and boroughs were benchmarked across three hundred and fifteen areas.

·           The direction of travel and speed of trends, the positivity rates, exceedance reporting, contact tracing intelligence post code level data and other sources of local intelligence were evaluated daily.

·           From the daily monitoring, situational reports were developed such as for the number of cases daily per age group within Surrey and the eleven boroughs and districts over a fourteen-day rate. Nationally and within Surrey, the number of COVID-19 cases for the 15 to 34 year age group was peaking, so the identification of such groups allowed targeted communications and the deployment of mobile testing units for example.

·           Data was available in tabulation form, through visual maps and interactive dashboards down to the post code level towards a comprehensive picture of COVID-19 cases within Surrey, regionally and nationally.

·           Spelthorne was recently placed on the national COVID-19 watchlist and was being monitored by the Public Health team on a daily basis with a detailed picture forming over seven and fourteen days. In response, Incident Management Team (IMT) meetings with the Public Health team, Communications team, health partners, care sectors and boroughs and districts were called to decide on actions and escalations.

·           Rates were slowing in Spelthorne but were slowly rising in surrounding areas, so collaborative work such as looking at commonalities such as Heathrow with neighbouring Windsor and Maidenhead, Hounslow, Hillingdon was crucial.

·           As well using the data, intelligence and surveillance to manage, monitor and take immediate action in line with the Escalation Framework; work was also underway with health partners across Surrey Heartlands and Frimley ICS’ to develop a comprehensive approach to integrate early warning signs which included 111 and inpatient data.

4.      The Vice-Chairman queried that from a district and borough council perspective and particularly the borough of Reigate and Banstead which had a high number of cases and deaths in the first wave; whether there was any trend information available that would be helpful in response to a second wave. Such information would be useful to provide confidence to residents on the effectiveness of the collective response, especially as the numbers circulated by the media were not always fully explained.

-        In response, the Public Health Consultant explained that data and intelligence composed of both the number of cases and deaths built up from the first wave and ongoing data was being harnessed in collaboration with health partners to provide an insight on modelling for future waves. The Public Health Consultant noted that a more comprehensive picture was emerging from the lessons learnt and best practice from the first wave including the greater utilisation of community partners such as environmental health and community solutions, tailored communications campaigns, as well as the disproportionate effects of COVID-19 highlighted through the Rapid Needs Assessment which formed part of the Community Impact Assessment (CIA).

-        The Director of Public Heath added that the Board would continue to be provided with up to date publicly available data, the technical analysis and the lessons learnt. The CIA was an important tool going forward with several presentations held across the system and partners; and provided a deep dive into ten population groups disproportionately affected by COVID-19. The five different components of the CIA would be published on Surrey-I by 23 October 2020, a summary (CIA) could be sent to the Board and she noted that herself and the Public Health Consultant would be happy to present the findings to the Vice-Chairman’s borough council.

5.      A Board member noted that as an elected Member for Spelthorne, the daily data was useful and the COVID-19 weekly intelligence summary report were effective in terms of public engagement as they were being shared by residents. She asked whether the Public Health team had information on the number of online hits for the COVID-19 weekly intelligence summary report. In response, the Public Health Consultant noted that the team would have that information and it could be provided to the Board.

6.      In response to a Board member’s query, the Director of Public health explained that the Public Health team worked collaboratively with PHE and neighbouring public health and environmental health colleagues in Windsor and Maidenhead, Hounslow and Hillingdon to share data in order to get a fuller picture of COVID-19 transmission. She added that Spelthorne IMT were reaching out with surrounding Surrey boroughs such as Runnymede where rates were rising. At present only Spelthorne was on the national COVID-19 watchlist.

7.      A Board member noted the importance of the Board working collectively to provide consistent data and responses to residents. As for example there were social media posts yesterday that Waverley was at a raised level, which she noted did not match up with the Public Health team’s data. In response, the Public Health Consultant provided reassurance that the COVID-19 weekly intelligence summary report was taken from PHE official data which was robust and verified intelligence and could be used when the veracity of social media posts was uncertain.

8.      A Board member commented that her organisation was quick to pick up when there had been a press release in a particular area of concern due to rising cases such as Woking, Elmbridge and Spelthorne; with messages being sent out twice a week to around eight thousand businesses. She explained that she was not sure when to ease communications when rates started to decline as for example Spelthorne remained on their newsletter to businesses. In response the Public Health Consultant commented that the Spelthorne IMT collectively decided on the communications and actions to be taken.

-        The Director of Public Health noted the appropriate action to take was based on the Escalation Framework composed of the following levels: green, amber and three reds. Communications were being sent when cases started to increase and tip over to the next level of the framework. Although in the case of Woking when cases started to drop after a rise thank you messages were issued, the Director of Public Health noted that in conjunction with the Director of Communications and Engagement she would look into how best to notify the Board when areas and the subsequent actions were to be de-escalated - which was challenging as the rates were volatile.

-        The Director of Communications and Engagement added that the NHS Test and Trace Communications Plan for Surrey was constantly adapting in response to lessons learnt. She was mindful of de-escalation, noting an example in which the Multi-Agency Information Group (MIG) thanking residents for their cooperation on social media when Woking and Elmbridge saw a rise in cases and to remain vigilant.  

RESOLVED:

The Board:

1.    Noted the report.

2.    Would continue to provide political oversight of local delivery of the Test and Trace Service.

3.    Would continue to lead the engagement with local communities and be the public face of the local response in the event of an outbreak.

4.    Members would ensure that appropriate information on the programme and on COVID-19 in Surrey was cascaded within their own organisations and areas of influence.

Actions/further information to be provided:

1. A summary of the Community Impact Assessment (CIA) will be sent to the Board and the Director of Public Health (SCC) and the Public Health Consultant (SCC) are happy to present the findings to the Vice-Chairman’s borough council.
2. The Public Health team will provide the Board with the number of online hits for the COVID-19 weekly intelligence summary report.
3. The Director of Public Health together with the Director of Communications and Engagement will look into how best to notify the Board when areas in Surrey and the subsequent actions were to be de-escalated.