Venue: Committee Room (B6) - Lambeth Town Hall, Brixton, London, SW2 1RW. View directions
Contact: Adrian Bentley, Democratic Services Officer Tel: 020 7926 7162 Email: email@example.com
Declarations of Interest
Under section 4 of the governance arrangements for the Health & Wellbeing Board, Board members are bound by the Members’ Code of Conduct as set out in the Council’s Constitution (Part 4 Section 1). Where any Board member has a Disclosable Pecuniary Interest in any matter to be considered at a Board meeting they must withdraw from the meeting room during the whole of the consideration of that matter and must not participate in any vote on that matter unless a dispensation has been obtained from the Monitoring Officer.
There were none.
To approve the minutes of the previous meeting.
That the minutes of the previous meeting held on 17 October 2019 be approved and signed by the Chair as a correct record of the proceedings.
Andrew Eyres, Strategic Director Integrated Health and Care, presented this item directing Board members toward the presentation provided, which drew out the critical work that was being done.
There were over 20 outcomes identified in the Borough Plan, eight of which were being delivered by Lambeth Together directly. There were an additional 17 outcomes where Lambeth Together was involved indirectly in delivery.
Lambeth Together was a way of working together (the Lambeth Together way), organising services around people and places (the Delivery Alliance) and bringing things together as a whole system delivered through a single budget and business plan (Strategic Alliance and Leadership).
The Delivery Alliances were comprised of the Living Well Network Alliance, Neighbourhood and Wellbeing Delivery Alliance, Children and Young people Alliance and Complex Personalised Support.
The Neighbourhood and Wellbeing Delivery Alliance was likely to be the most complex Alliance as it involved bringing together a raft of partners. The vision was to improve the Health and Wellbeing of local services through an integrated ways of working from Borough to Neighbourhood and local people.
Community Neighbourhood nursing services were transitioning to smaller self-managed teams. Nine Primary Care Networks (PCN) had been established to encourage greater collaboration between primary care practices.
Joint working has taken places between the NHS staff and community liaison workers and Portuguese speaking community organisations.
Over 120 health and care professionals had been trained to work in interdisciplinary ways, resulting in greater confidence in care coordination and enhanced patient care, leadership, team working, self-care and resilience.
80 community connectors at street and neighbourhood level had been developed under Project Smith and this had shown demonstrable benefits and a social return on investment of between £1.31 and £5.32 for every £1 spent.
From April the Lambeth Together Strategic Board would be in place.
The Diversity of voices needed to be improved and there was much to be done in terms of engagement.
It had been proposed that the change to new governance arrangements provided an opportunity to refresh the Lambeth Together Pledge.
The Chair asked Richard Davis from Integrate Agency to address the Board to talk about the integration work being done by the agency. Integrate had carried out a listening exercise asking what an organisation that was looking after the communities needed to do. People had been visited and there had been borough level surgeries every two weeks. There had been surgeries with Portuguese groups and efforts were being made to meet other groups who in the past had not been engaged.
Following Comments from the Board it was noted that:
A question was received from Ms Nicola Kingston and she was asked to address this to the Board. She noted that:
The Lambeth Patient Participation Group (PPG) was being closed down and the members had been told that they would be involved in discussion of ... view the full minutes text for item 3.
Ruth Hutt, Director of Public Health, thanked those that had contributed to the Health and Wellbeing Development session. She noted the options set out in the paper provided.
There was consensus that the meeting should be changed to further reflect the community’s voice. This would involve a wider membership.
There was a need to decide processes and resource capacity. Measurers of success would involve actions and outputs being followed up and ensuring a forum that was accountable to the public that gave an opportunity to provide feedback.
A smaller working group would be set up to develop criteria, work out resource capacity and develop Terms of Reference.
It was recommended that there be two or three new style meeting in 1920-21.
The Board commented:
The recommendation contained in the report were approved.
Andrew Eyres, Strategic Director Integrated Health and Care, presented a paper providing a summary of recent key system developments within south east London. He highlighted that:
(1) The new Chair of the ICS would be invited to a meeting of the Health and Wellbeing Board.
(2) The Board noted the report and agreed the recommendations
Ruth Hutt, Director of Public Health, presented the report, noting that:
The Board commented, noting:
· There had been a lot of good work done and the Poverty and Health summit was a highlight.
· Guys and SLaM were now accredited and LLW compliant.
· The number of detox beds was an issue and there were no medically supported detox beds within the M25.
· There was a need to think what could be done to deal with the anti-Chinese racism that had developed following the Coronavirus. National work was being done by VCS organisations to reach out to the Chinese community and allow a mechanism to report racist incidents.
· Immunisation was a growing issue and it was suggested that talking services be used in schools to pass the messages of the importance of immunisation. Meningitis and HPV discussion already took place in schools but take up was not as good as it could be.
The report was noted.
David Orekoya presented a report a report and slides giving detail on the on the Suicide Prevention Strategy.
A 10% target for reduction in suicides had been set and achieved (a drop of 24 people to 19 people dying by suicide annually. It was though too early to tell if this was a trend or just a statistical blip.
Efforts were being made to encourage black men to talk about mental health
Cllr Lindsay was the suicide prevention champion for Lambeth.
There were cross cutting priorities for 2020-21. These were to:
· focus on people who are vulnerable due to economic circumstances & BAME groups (debt, poverty)
· focus on men (cross-cutting) particularly those facing isolation
· improve crisis offer for children and young people & self-harm awareness targeted at 16 – 24 year old girls (work with schools/colleges)
· improve service offer for people with co-occurring substance misuse and mental health issues
· run GP training through Maudsley Learning
· recruit/activate organisational suicide prevention champions
· Promote Zero Suicide on-line training.
Suicide prevention training was open to schools and teachers
The Board noted the report and presentation.