Venue: Council Chamber, Runcorn Town Hall. View directions
Contact: Lynn Derbyshire on 0151 471 7389 or e-mail lynn.derbyshire@halton.gov.uk
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Minutes Minutes: The Minutes of the meeting held on 11 January 2011 having been printed and circulated were signed as a correct record. |
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Public Question Time PDF 27 KB Minutes: The Board was advised that no public questions had been received. |
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Executive Board Minutes PDF 15 KB Additional documents: Minutes: The Board considered the Minutes of the meetings of the Executive Board Sub Committee relevant to the Health Policy and Performance Board.
RESOLVED: That the minutes be noted. |
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Additional documents: Minutes: RESOLVED: That the minutes be noted. |
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Note: (Councillor M Lloyd
Jones declared a Personal Interest in Minute No’s 55, 56, 58 and 59 below due to
her husband being a Non Executive Director of Halton & St Helens Primary Care
Trust.) |
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The Cheshire & Merseyside Treatment Centre PDF 31 KB Minutes: The Board considered a report of the Strategic Director – Adults and
Community which informed the Members of the future options for
the The Board was advised that since June 2006 InterHealth Care Services ( The Board was further advised that this contract would come to an end on 31 May 2011 During the last 15 months under the guidance and supervision of NHS Western Cheshire and the Department of Health, NHS Halton and St Helens and other Cheshire and Merseyside PCTs had been preparing for the closure of this contract, whilst seeking to minimise service disruptions and ensure patient continuity of care. It
was reported that the CMTC currently had 44 inpatients beds, 12 day case beds,
4 theatres, outpatient facilities, therapy facilities and a diagnostics suite
that included CT, MRI and ultrasound.
This equipment would be retained as part of the transfer of the asset to
NHS Halton and In
addition, on 1 June 2011 the ownership of the building and the physical assets
therein would transfer to NHS Halton and · Divest – sell the building on the open market; · Lease – seek through a procurement process an organisation that was willing to take on a lease for the building; and ·
Utilise –if costs including capital charges,
depreciation and running costs could be recouped - use the asset for local
health care provision. In conclusion, it was reported that working with Runcorn Practice Based Commissioning Consortium, NHS Halton and St Helens would be engaging an independent commissioning support organisation that, within no more than 28 working days, would be able to review the viability of these three options. A business case to support an options appraisal for the NHS Halton and St Helens Board would be delivered from this work. The intention was to engage with Halton Borough Council as part of this process. A decision from the NHS Halton and St Helens Board was expected in April 2011. The
following comments arose from the discussion:- ·
It was noted that when the
ownership of the building transferred to NHS Halton and |
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Widnes GP Health Centre, Health Care Resource Centre, Widnes PDF 25 KB Minutes: The Board considered a report of
the Strategic Director, Adults and Community which informed the Members of the
proposed reorganisation of the Widnes GP Health Centre located at the Health
Care Resource Centre (HCRC) in The Board was advised that Halton Health Limited (HH) provided a number
of services locally including the Widnes GP Health Centre based at the Health
Care Resource Centre and the GP Out of Hours Service
(OOH) for Halton Borough. HH also had the contract for the Windmill Hill GP
surgery, the intermediate care beds at The Board was further advised that the
contract with Halton Health in April 2011 would become funded on a capitation
basis. The contractor had expressed concern to the PCT that it would not be
financially viable to continue to delivery the service under this arrangement
and may need to terminate the contract. It was reported that the Primary Care team had
been discussing with the provider how a service could be maintained and as part
of the cost improvement programme deliver efficiencies. As a result two
proposals have been put to the NHS Halton & St Helens Board: ·
reorganise
the GP Led; and ·
extend the OOH
contract for 2 years but at a reduced contract price. The Health Centre provided GP appointments to non registered patients
who require a planned appointment plus a ‘traditional’ GP surgery for people
who wished to register. Over the last 11 months the practice has seen 4207 non registered
patients, an average of 382 per month. It has a registered list of 417 patients.(Jan 1st 2011). Many of the non registered
patients were presenting themselves as they could not get an immediate
appointment with their own GP. This was not the intention of the scheme. It was reported that the Out of Hours service providers were expected to
meet nationally agreed quality standards and HH was an experienced provider of OOH
services and met the contract quality standards. A combined proposal had
been developed as follows:- ·
No
longer see non registered patients; ·
The
existing registered patients to be given the choice of transferring to another
practice which could include Runcorn and therefore Windmill Hill. If the later,
HH would continue to operate a daily surgery for booked appointments, 7 days a
week at the HCRC (this would be at no extra cost and was additional to the
current 5 day service and subject to demand). Home visits would continue as
present i.e. according to clinical need; ·
Walk-in
/ unregistered would still be able to be seen by the nurse led walk in centre
at the HCRC; ·
Reorganise
the OOH and extend the contract to 2013; ·
Face to
face patients at |
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Modernisation and integration of Day Services and opportunities for all Adults PDF 51 KB Minutes: The Board considered a report of the Strategic Director, Adults and Community which outlined the key issues and development plan and sought Members views on the modernisation and redesign of Day Opportunities for Older People and adults. The Board was advised that the
change in the structure of the population presented a significant challenge to
health and social care services. Life expectancy has increased considerably
with a doubling of the number of older people since 1931. Between 2006 and
2036, the number of people over 85 in The Board was further advised that a number of alternative approaches to traditional Day Services had been developed over the past couple of years; with a key focus on Early Intervention and Prevention, meaningful activities, employment and volunteering. However Older Peoples day services continued to be delivered based on a traditional building based model, and in isolation to other developments. In addition, older people do not always have the same access to services which were available to younger adults. It was reported that the current
services that had been identified within the redesign model were:- ·
Sure Start To Later Life for Adults; ·
Community Bridgebuilders; ·
Older Peoples Community Day Care; ·
Oakmeadow Day
Centre; ·
Adult Placement; ·
PSD Day Services; ·
Specialist Day Services for Adults with a
Learning Disability; and ·
Pingot Day Centre. In
conclusion, it was reported that all
staff and managers involved with these services would be consulted and views
sought. In addition all Service Users and carers who were directly
involved with the services would be consulted on the options. It was highlighted that the key individual
issues and areas of concern discussed would include individual visits to the
homes of users and carers of day services where required. The collated responses
would be considered by the Executive Board at its 31 March 2011 meeting. The
following comments arose from the discussion:- ·
It was noted that there were numerous activities in
the Borough for older people and the Authority were working with groups to ensure
that they had access to activities they wished to do; ·
It was noted that there was under a 50% take up of traditional
community day care services which was funded to full capacity. It was also noted that this was as a result of
alternative services in the community that they preferred to access; ·
It was noted that Sure Start To Later Life for Adults
gave information and advice and worked with the client to identify activities available
in the community; · It was noted that Oakmeadow Day Centre had been part of the Business ... view the full minutes text for item 57. |
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Older People's Local Implementation Team Annual Review PDF 37 KB Additional documents: Minutes: The Board considered a report of
the Strategic Director, Adults and Community which presented the first annual review from the Older
People’s Local Implementation Team. The Board was advised that the Older People’s Local Implementation Team (OP
LIT) had been developed as a direct response to The National Service Framework
(NSF) for Older People (2001).
The OP LIT had operated for almost ten years through a strong Multi-agency team
chaired by the Local Authority and vice chaired by the Primary Care Trust.
Members included the chair of Halton Older People’s Empowerment Network (OPEN),
Councillor Ellen Cargill, Chair of the Health Policy & Performance Board,
two older people representatives; the Dignity Network Chair and a carer’s
representative. The Board was further advised that the Board was currently overseeing
the implementation of three important strategies:-
It was reported
that this was the first time the Older People’s LIT had attempted to outline
the work that they had been involved in and the positive impact they have in
the community as a multi-agency group. It was envisaged that this would become
a regular activity to illustrate the work of the Board. It was also important
to point out that the report had been written specifically to be circulated to
professional bodies at this point. However, it was due to be discussed by
Halton OPEN in March with a separate public version to be completed. It was noted that
the Alzheimer’s Society had received an amber rating. It was reported that this was a very small service
with minimum staff and volunteers. Funding
had been invested into the service and it had improved and they were being supported
by voluntary sector partners and had recently started working with Age Uk which would benefit both organisations. It was also reported that the Council were committed
to supporting the Society. Clarity was sought
on why there were some delays in the housing services due to waiti9ng for the
decision in relation to Extra Care Funding.
In response, it was reported that this information would be circulated
to Members of the Board. RESOLVED: That (1)
the
report and comments raised be noted; and (2) the report be presented to the Board on
an annual basis.
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Affordable Warmth Strategy PDF 252 KB Minutes: The Board considered a report of the Strategic Director, Adults and Community which introduced the recently developed Affordable Warmth Strategy set out in Appendix 1 to the report. The strategy described the causes and consequences of and solutions to fuel poverty and related these specifically to the impact on people in Halton. The Board was
advised that fuel poverty was a
problem that affected approximately 600,000 households in the The Board was further advised that households in fuel poverty, many of
which included vulnerable people, were unable to heat their homes adequately in
order to maintain comfort and health. Living in cold homes could lead to an
increase in cold related illnesses, affecting quality of life, increasing the
risk of hospitalisation and/or dependence on informal carers or care services. The report advised that since 2000 Halton
had directed significant resources towards improving the energy efficiency of
private sector housing through the Energy Zone Scheme which had provided cavity
wall and loft insulation to homeowners at significantly reduced costs. Additionally,
in recognition of the health inequalities prevalent in the Borough the HEARTH
programme had been launched in 2005 to install adequate heating in the homes of
people with heart and respiratory conditions. Complementing the HEARTH
programme, npower Health through Warmth (HtW) operated in Halton as part of the Merseyside HtW programme. In addition, it was reported that many residents
eligible residents of Halton had accessed the government Warm Front Scheme
which also provided more efficient heating systems and insulation measures. However,
it was likely to come to an end in the next 2 years and be replaced by a new
Green Deal which was designed to off set the upfront cost of installing energy
efficiency measures through households paying back as they made energy savings
on their utility bills. The utility companies had also been tasked in recent
years with providing funding to make dwellings more energy efficient and
demonstrating the carbon savings they had made to the Government through the
Carbon Emissions Reduction Target (CERT). It was also reported that the key aims of the Affordable Warmth
Strategy were to: ·
Raise awareness and understanding of fuel
poverty; ·
Establish effective referral systems amongst
agencies; ·
Improve the housing stock so it is affordably
warm; ·
Maximise incomes and improve access to
affordable fuel; and ·
Ensure coordination and monitoring of the
strategy. Each aim had a corresponding
list of associated actions contained in the Action Plan. The following comments arose from the discussion:- · It was noted that on cold days many older people visit the library and it was suggested ... view the full minutes text for item 59. |
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Additional documents: Minutes: The Board considered a report of
the Strategic Director, Adults and Community which gave the Members an update
on the key
issues and progression of the agenda for Safeguarding Vulnerable Adults The Board was advised that an action plan had been progressed in response to
recommendations made after the Care Quality Commission’s inspection of Adult
Social Care. In addition, the following activities had taken place:- ·
An
email had been distributed by the Chair of the SAB/Strategic Director, to all
Adults & Community Directorate staff, to remind them of their
responsibilities in relation to safeguarding children; ·
Steps have been taken to strengthen links
between Safeguarding Adults and Safeguarding Children training; ·
A Safeguarding Adults E-learning course had been
developed and was now available via the HBC Internet website and intranet; ·
Three brief follow up courses on Domestic Abuse,
Stalking and Harassment (DASH) risk assessment and referral processes had taken
place recently, for assessment/care management staff and managers; ·
Safeguarding
Adults had been incorporated into the Sexual Assault Referral Centre (SARC)
procedures recently agreed; ·
A
number of initiatives had been introduced to support the personalisation agenda
and to ensure appropriate safeguards were in place for service users; ·
The Council’s Confidential Reporting Policy had
been reviewed using the Safeguarding Adults policies & procedures audit
tool and was subsequently updated, making specific reference to Safeguarding; ·
Cheshire Fire & Rescue Service had devised a written guidance document and policy for
their staff and Worked closely with Safeguarding Adults and Domestic
Abuse leads to streamline the service’s internal referral procedures; ·
The
Marketing Plan had been reviewed and updated, after analysis of surveys,
referral data and other intelligence.
Dignity would also be incorporated into the plan; ·
A Serious Case Review (SCR)
had been carried out during 2010. The
independent chair of the review had briefed the Safeguarding Adults Board (SAB)
on key findings and learning points arising from individual agency management
reviews that contributed to the SCR. The Executive Summary of the SCR report
would be shared with local organisations and
published on the Internet; and ·
The SAB’s priorities and Work Plan had been reviewed and
updated, incorporating recommendations arising from the SCR and the Adult
Social Care Inspection. RESOLVED: That report be noted. |
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Performance Monitoring Reports PDF 27 KB Additional documents:
Minutes: The Board considered a report of the
Strategic Director, Resources regarding the Third Quarter Monitoring Report
for: ·
Prevention
and Commissioning Services; ·
Complex
Needs; and ·
Enablement
Services. Prevention and Commissioning Services Page 92 – PCS2 – Clarity was sought on
whether there was any news on the success of the planning application and any
further developments. In response, it was reported that the planning
application and funding had been approved Page 96 – PCS15 – Clarity was sought on the
reason for the dip and if there would be an improvement to reach previous
levels. In response, it was reported that it was only
a small dip and the target remained in the top quartile. Page 97 – PCS6 – Clarity was sought on the
lower performance. In response, it was reported that the data
had been retrospectively loaded and the correct questions had not been asked. It had also been the first year following a restructure
where admin support and care management had been separated and this had resulted
in an inbalance.
However, there was now an Action Plan in place and data inputting would take
place and there would be an improvement in the performance. Page 102 – Clarity was sought on the
reference in respect of Extra Care Housing Budget - £1329k, why the decision
was delayed by the Home & Communities Agency and whether the funding would
be lost. In response it was reported that the Extra Care Housing scheme in Halton was one of a number
of proposed capital projects across the region submitted to the HCA for
consideration. The issue was not that the HCA delayed the decision to fund,
rather that the decision making process itself was protracted. The Homes &
Communities Agency agreed provisional allocations of funding against a number
of capital funding proposals across the region. However, in order to maximise
the number of schemes that could start the building work within the set
timeframes, the provisional allocations were only confirmed once the Homes
& Communities Agency had carried out a number of checks on progress with each
development. Once the HCA had been assured that a scheme would be able to start
on site before March and that the scheme costs offered value for money, the
allocation was confirmed. The development of Extra Care Housing in An update was requested on the sharp increase
in the number of patients being discharged from hospital directly into residential/nursing
care. It was reported that this had been
significantly improved due to the commencement of the Hospital Discharge Team. Complex Care Services Page 112 – CCS6 – Clarity was sought on how
the trend was going to be reversed. In response, it was reported that RESOLVED: That the report and comments made
be noted. . |
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CHAIRMAN'S ANNOUNCEMENT Minutes: The Chairman reported that Audrey Williamson (Operational Director – Prevention and Commissioning) was attending her last meeting prior to retiring from the Authority. The Chairman took the opportunity to place of record the Board’s appreciation of the work undertaken by Audrey during her time with the Authority. RESOLVED: That the Board place of record its thanks to Audrey Williamson and extend its best wishes to her for the future. |