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 8 November 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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Additional documents: Minutes: The Minutes of the Health
Strategic Partnership Board of its meeting held on 13 October 2011 were
submitted to the Board for consideration. RESOLVED: That
the minutes be noted. |
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Shadow Health & Wellbeing Board Minutes PDF 15 KB Additional documents: Minutes: The Minutes of the Shadow Health and Wellbeing Board of its meeting held on 5 December 2011 were submitted to the Board for consideration. RESOLVED: That the minutes be noted. |
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(Note: Councillor M Lloyd Jones declared a Personal Interest
in the following item of business due to her husband being a Non Executive Director
of Halton and |
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Warrington & Halton Hospitals NHS Foundation Trust (Presentation) PDF 19 KB Minutes: The Board received a presentation
from Mel Pickup, Chief Executive, § Outlined the following developments that had taken place in 2011/12:- - A new political landscape – The Health Social Care Bill - The NHS Architecture had been reconfigured, the demise of the PCT’s – advent of Clinical Commissioning Groups, PCT Clusters and SHA Clusters; - The economic pressures – a £13m improvement programme; - Business as usual – high quality, safe healthcare, targets and regulatory compliance; - Clinical and service developments – Elective work moves to Halton, the Vascular Services Review; Urgent Care Centre, the Repatriation of Cardiac Interventions and the accreditation of Endoscopy Services; §
Set out future developments in - A continuing emphasis on quality and safety as outlined in the quality report; - Preparing for the economic challenges ahead – doing things differently; - Change programmes coming into place – rostering, remodelling of admin functions for greater efficiency; - A continued investment in new and improved services; - Working with GP commissioners; and · Highlighted the following key issues:- - The vascular services review outcome; - Musculoskeletal services development’ - Halton campus development and the ISTC building; - Improvements to car parking, catering and other patient services; and - The development of community based outpatient services; and · Set out the following conclusions:- - The changes were some of the most challenging times in NHS history; - A magnitude of financial savings would be required and would force difficult choices to be made; - There would be no compromise on service quality and safety; - Partner bodies were equally challenged – The Health Summit and Health and Wellbeing Board; and - Collaboration would need to take place with other health care providers. The Chairman of the Board reported that
they did not agree with the proposals for the vascular review and that there should
be three centres of excellence not two. In
addition, she reported that a joint Overview and Scrutiny Board had been established
with The following comments arose from the discussion:- ·
It was noted that endoscopy services would operate
from the ·
It was suggested that ·
Clarity was sought on future services at |
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Re-design of the Adult Acute Care Pathway and the Later Life and Memory Services PDF 42 KB Additional documents:
Minutes: The Board considered a report of
the Strategic Director, Communities which gave information of the 5 Boroughs
Partnership NHS Foundation Trust proposals to re-design the Adult Acute Care
Pathway and the Later Life and Memory services for older people. The Board was advised that during 2010/2011, 5
Boroughs Partnership NHS Foundation Trust, with the support of Commissioners,
had examined the Acute Care Pathway.
This process had been led in its initial stages by an expert group of 5
Boroughs clinicians and senior managers, mental health commissioners, social
care leads and the GP Clinical Lead for Mental Health. This group reviewed current service
configuration, utilisation, care pathways, service pressures and other demands
to inform potential adjustments to care pathways across adult and older people
services. The intention was to enable improvements in access, quality of care,
recovery rates and increased avoidance of acute care bed use and out of area
treatments. The Board was further advised that the Acute
Care Pathway re-design related to adult mental health services only. It would include services for older people
with a functional illness who access adult services, but did not include
services for older people and frail elderly people with mental illness. It was reported that by re-designing acute care for adults and older
people, there was a potential for a reduction in the need for beds across the 5
Boroughs Partnership localities. This may result in a need for estate
rationalisation. The proposals, if
agreed would lead to a joint It was also reported that the Later Life
and Memory Service re-design related to older adults mental health services.
The model included a proposal to develop a single point of access, which would
provide cognitive and functional screening for patients. It was envisaged that
this function would considerably reduce the waiting time from referral to
service delivery and greatly improve patient experience. The proposals were discussed by 5 Boroughs
Partnership NHS Foundation Trust, with the support of Commissioners. This
process had been led in its initial stages by an expert group of 5 Boroughs clinicians
and senior managers, mental health commissioners, social care leads and the GP
Clinical Lead for Mental Health. In this respect, the
Board received a presentation from Trust Assistant Directors, Pauline McGrath
and Sam Oliver which:- §
Explained the reasons for changer the Later Life and
Memory Services (LLAMS); §
Outlined the LLAMS current services; §
Set out LLAMS proposed services in Halton in the
future; §
Highlighted why the changes to LLAMS would benefit
the residents of Halton; §
Set out the LLAMS current and proposed structure; §
Detailed the conclusions to the proposals – that it would
be clinically led, local project groups would involve all local key players, there
would be user and carer involvement throughout and GP and Commissioners were now
fully signed up; and §
Detailed the business activities to support the change, |
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Adult Social Care Annual Report PDF 26 KB Additional documents:
Minutes: The Board considered a
report of the Strategic Director, Communities which presented the first draft of the Adult Social
Care Local Account. The Board was advised that In past years all Local Authorities had a duty
to report Adult Social Care performance to the Care Quality Commission (CQC) on
an annual basis. The annual performance
assessment consisted of both performance data and a contextual document which
centred on seven outcome areas – detailing achievements in the current year and
priorities for the forthcoming year. The Board
was further advised that CQC’s focus had
recently changed to an increasingly regulatory role. In light of this, the role of the Department
of Health (DoH) had strengthened in relation to the
performance management of Councils. It was reported that to replace the CQC annual performance assessment,
the DoH now required Councils to produce a ‘Local
Account’ which reflected annual performance in Adult Social Care, where local
residents were the audience, as opposed to a regulatory body. This represented a shift in terms of
accountability whereby Councils would become increasingly accountable to their
local population, rather than to Central Government. In addition, it was reported that In order to
reduce the possibility for confusion, it had been agreed that the ‘Local
Account’ be named as the ‘Adult Social Care Annual Report’. This followed discussions with other Local
Authorities who had steered away from naming the document as a ‘Local Account’,
in case the intended audience may not know what a ‘Local Account’ was. It was perceived that ‘Adult Social Care
Annual Report’ may be more self-explanatory. It was reported that Appendix 2 to the report set out how the Adult
Social Care Annual Report would be published.
It had been circulated to all partners and published electronically in
line with other Local Authorities. The Board congratulated Officers on the excellent structure and design of
the report. RESOLVED: That the report be noted. |
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Health & Wellbeing Strategy PDF 37 KB Minutes: The Board considered a report of
the Strategic Director, Communities which informed Members of the requirement
to produce a
local Joint Health and Wellbeing Strategy and the process involved. The Board was advised that one of the
functions of the new Health and Wellbeing Board (HWB) was to produce a Joint
Health and Wellbeing Strategy. It was reported that the strategy should provide
the overarching framework within which commissioning plans for the NHS, Social
Care, Public Health and other services which the HWB had agreed were relevant,
would be developed. The Board was further advised
that HWB
would be required to produce the strategy as part of its statutory
responsibilities. In addition, it was
reported that the HWB Board
would be able to consider whether the commissioning arrangements for social
care, public health and the NHS, developed by the local authority and Clinical
Commissioning Group respectively, were in line with the Joint Health Well Being
Strategy; and if not, the HWB Board would be able to write formally to the NHS
Commissioning Board & the Clinical Commissioning Group or Local Authority
leadership. It was reported that in
developing the strategy a range of views would need to be gathered from a wide
range of partner organisations especially given the scope and remit of the
strategy. It would also be essential to develop ways of involving members of
the public in the preparation of the strategy.
Members would also have a vital role to
play in helping to develop the strategy in conjunction with identifying the
priorities for action. In conclusion, it was reported that at a local level
Halton had recently updated its Joint Strategic Needs Assessment for Health and
Wellbeing and was currently in the process of developing locality needs
analyses. Both of these would be used to underpin the Joint Health and
Wellbeing Strategy. In addition, some
initial scoping work had begun in terms of gathering the evidence base,
determining the outline of the strategy and collating best practice (where
available) from other areas The Board noted the Strategy would be required
by the end of July 2012. It was suggested
and agreed that the document ‘Peeling the Onion’ be circulated to all Members of
the Board. RESOLVED: That the report and comment raised be noted. |
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Additional documents: Minutes: The Board considered a report of
the Strategic Director, Communities which gave Members an update on the key
issues and progression of the agenda for Safeguarding Vulnerable Adults. The Board was advised that discussion had
began, aimed at developing a
pilot project in Halton based on the ‘Safe Around Town’ scheme which was
currently running in The working group were considering widening the proposed scope of the
scheme in Halton to include vulnerable people of all ages and needs in the
wider community rather than limiting it to shopping areas. Halton Speak Out also had a lead role in the project and it was hoped
that collaboration could also be achieved with other voluntary groups,
community centres and employers. The report highlighted that a range of issues surrounding dignity had been developed
and were attached at Appendix 1 to the report. A report would also be presented to the Safer
Policy and Performance Board on 17 January 2012. The Board noted the various activities that had taken place and were set
out in paragraphs 3.2 to 3.7 of the report. RESOLVED: That the contents of the 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, Policy and Resources regarding the Quarter Monitoring
Reports for the second quarter of 2011/12 to September 2011: · Prevention and Assessment; and · Commissioning & Complex Care. The Board received and noted a number of
questions relating to the performance monitoring reports. It was reported that the questions and
responses would be appended to the minutes. A Member of the Board thanked Officers for the
performance on CCC9 – that the Authority had sustained a zero repeat homelessness
status. RESOLVED: That the reports
be noted. |
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Positive Behaviour Support Service PDF 87 KB Minutes: The Board considered a report of
the Strategic Director, Communities which gave Members information on the work of the Positive
Behaviour Support Service (PBSS). The Board was advised that the report set out
the development, current activities and future direction for the Positive
Behaviour Support Service (PBSS). This
was a new service with the primary purpose of supporting and improving the
lives of children and adults with learning disabilities and/or autism, and who
exhibit ‘challenging behaviour’. It was
reported that such behaviour could include: stereotypical behaviour, self-injury,
disengagement or aggression. The Board was further advised that the
consequence of such behaviour could place carers and parents under considerable
stress and there tended to be limited
opportunities for an ordinary life for the individuals concerned. The PBSS had been established to counter such
consequences. It was reported that the
service was staffed by Board Certified Behaviour Analysts, who held an internationally recognised qualification
requiring intensive training and continuous supervision. It was reported that recruitment for the team
had commenced in late 2010 hand the full team of 13 had been established in November
2011. The service was funded by St Helens
Council (Adults), Knowsley Metropolitan Borough Council,
NHS St Helens and Halton Primary Care Trust and Halton Borough Council. The service worked with children and adults in
four areas, early intervention, crisis prevention and management, technical support
and placement development. Examples of case
studies were set out in the report. In conclusion it was reported that a key issue
was related to future funding in that the Primary Care Trust would cease to exist
and alternative funding was being explored. The Board noted the excellent work that was being
undertaken by the team. RESOLVED: That the report be noted. |
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STANDING ORDER 51 Minutes: The Board was reminded that
Standing Order 51 of the Council’s constitution stated that meetings should not
continue beyond 9 pm RESOLVED: That Standing Order 51 be waived to allow the meeting to continue beyond 9 pm. |
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Health Policy and Performance Board Work Programme 2012/13 PDF 28 KB Minutes: The Board considered a report of
the Strategic Director, Communities which represented the first step in developing a work programme of
Topics for the Board to examine during 2012/13. The Board was advised that the autism review was near completion and a report would be presented to the 6 March 2012 meeting. It was reported that the Homelessnes review would not be completed until March 2012 and a report would be presented to the Board in June 2012. After discussion, the Board agreed that a Topic Group be established on Public Health Prevention. Members were encouraged to email their interest in becoming part of this group to the committee officer as soon as possible. In addition, it was agreed that a topic brief would be presented to the next meeting of the Board. RESOLVED: That (1) an Public Health Prevention Topic Group be established; (2) Members indicate their interest in becoming part of this Topic Group via email to the Committee Officer; and (3) A Topic Brief be presented to the next meeting of the Board. |