Decisions made:
HEALTH
AND WELLBEING STRATEGY HIGHLIGHT REPORT
- Noted progress reported against the three
priorities.
- Supported wider use of the new format for the Highlight
Report.
- Agreed the reframed Priorities, Outcomes, System Capabilities
and Priority Populations (see appendix 2) to enable a refresh and
alignment of the Strategy’s design principles and
programmes.
- Agreed to an informal Board meeting in July to
discuss:
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.
- Acknowledged that any future changes to the roles,
responsibilities and governance of the Board will be aligned to the
requirements of the Health and Social Care white paper 2021 which
are still to be confirmed by HM Government.
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
- The Community Safety Agreement be approved.
- Consideration of the Agreement be ensured and its focus areas
fit into the Health and Wellbeing Strategy review and
refresh.
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
- The significant digital capabilities being delivered across the
system as part of Restoration and Recovery and the need for
partnership working be noted.
- The need for more joined up communication of digital across
partners and a greater focus on citizen engagement at every level
be supported
- The ongoing data analysis and insights regarding digital
exclusion given its relationship to health inequalities be
supported.
- The development of a Digital Inclusion Strategy, as requested by
the ICS System Board be supported.
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:
- Endorsed the need to renew the ambition around data and
intelligence, recognising that we need to jointly design the data
infrastructure and analytics capability to inform and monitor the
ambitions of the refreshed Health and Wellbeing
Strategy.
- Confirmed support for the areas for collaboration and next steps
(see sections 5, 7 and 9) and suggest any additional
areas
- Agreed that Chief Constable Gavin Stephens (Surrey Police),
leads on behalf of the wider system, the development of a
longer-term vision and roadmap to progress our shared intelligence
ambitions and outcomes, and works with the Chair of the Surrey
Office of Data Analytics (Michael Coughlin, Surrey County Council)
and relevant data and intelligence leads in partner organisations,
to deliver it.
In
relation to the JSNA:
- Agreed the renewed governance for the JSNA through an
operational oversight group with representatives from the CIA
Steering Group, to include Surrey County Council public health,
adult and children’s services, the Insight & Analytics
team, the CCGs, Community Teams, Healthwatch and Districts &
Boroughs. Others may be co-opted as appropriate.
- Agreed that the new operational
oversight group will oversee delivery of the JSNA.
In
relation to the Alpha Version of the Surrey Index:
- That the use of the Surrey Index to guide local level decision
making and targeted interventions in local areas be
supported.
- Individual and collective leadership to ensure the Surrey Index
is used to inform partnership and organisational strategies and
decisions around future service delivery and resource allocation be
provided.
- That the Surrey Index in their respective organisations, other
partnership forums, and with local communities and residents be
championed.
- Buy-in from partners, including District and Borough councils be
built, so that more local level up to date data can be included in
future iterations
Reasons for Decision:
The Health and
Wellbeing Strategy includes a commitment to develop and embed
system capability around intelligence to drive and guide decisions
and activity to achieve greater efficiency and effectiveness. In
the past year the Board has seen how important intelligence has
been to support the county’s response and emerging recovery
to the Covid-19 pandemic. We now have an opportunity to build on
this and accelerate our ambitions - developing a common vision and
joint ambition for data, insight and intelligence - alongside the
refresh of our Health and Wellbeing Strategy.
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
- Accepted and endorsed
the report, findings, and recommendations of the Mental Health
Partnership Board the peer-led review.
- Approved the proposed
governance structure of the future MHPB and oversees progress.
- Ratified and approved
the Improvement Programme which has been devised to achieve a full
redesign of the emotional wellbeing and mental health system model,
aligned to national best practice with co-design by service and
users at its centre.
- Acknowledged the need
for strategic programme support for the Improvement Programme, to
ensure the alignment and implementation of system, organisation and
tactical resources and services to drive forward and manage the
implementation of the mental health service’s
redesign.
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 Peers found
that there was consistent evidence across all service users,
carers, system leaders, frontline professionals, audit results and
the available data that Surrey’s mental health system is not
effective in design, function or culture to facilitate the Health
& Wellbeing Board’s priority of “Supporting the
mental health and emotional wellbeing of people in
Surrey”.
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
- Noted the significant demands, issues, and concerns raised about
the changing nature of poverty through the pandemic and its impacts
on people, and in particular health inequalities.
- Endorsed the inclusion of action against poverty as a delivery
programme within the refresh of the Health and Wellbeing Strategy.
- Confirmed support for the ongoing examination of best practice
across Surrey, and the country, with a view to highlighting key
initiatives which could positively impact residents and communities
experiencing poverty in Surrey.
- Initiated a delivery programme to target reduction of poverty at
system level, as part of the Health and Wellbeing Strategy refresh,
drawing together a working group of key partners across Surrey to
coordinate best practice initiatives and a jointly-owned action
plan to address the causes and experience of poverty in Surrey.
- Received a further report, through this working group, outlining
different approaches in tackling poverty across other counties in
the UK to elaborate on a potential future strategy for
Surrey.
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
- Approved the Surrey
Carers Strategy 2021-24.
- Supported and
promoted the implementation of the Surrey Carers Strategy 2021- 24
as the Surrey-wide strategy to inform the ongoing development,
delivery and improvement of services for carers in
Surrey.
- Adopted the values
identified in the Surrey Carers Strategy 2021-24, which were
developed in partnership with carers and partners across
Surrey.
- Agreed the strategic
priorities 2021-24, which were developed based on what carers have
said matters most and would make the biggest difference to them,
and the specific commitments made in order to deliver against these
priorities.
- Supported the
proposal for delivering the Surrey Carers Strategy 2021-24, which
will see the development of a system-wide and local action plans,
and the monitoring of the strategy through the Carers Strategic
Partnership Board and the Joint Carers Strategic Commissioning
Group.
- Noted and agreed the
proposal for the development of a Young Carers Strategy, which will
dovetail with the Surrey Carers Strategy to create a truly all-ages
approach.
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.