Agenda and minutes

None.

None.

Were agreed as an accurate record.

All items were considered in Public.

The Better Care Fund Programme Manager introduced the report which provided an overview of the Better Care Fund Plan and its implications for residents, the Council and its partnership with the local NHS.

Officers explained The Better Care Fund (BCF) was a national initiative intended to deliver integration between health and social care in order to improve outcomes for residents. 

The key objectives of this initiative were:

·         Individuals with care needs receive more joined up care

·         That the independence of residents is maximised or maintained through better prevention and early intervention

·         Scarce resources are used more effectively

·         There are joint plans with agreed priorities to achieve a greater positive impact for local people.

It was noted that the BCF was a mechanism being used by the Government to implement the new integration duty under the 2014 Care Act, which came into effect on the 1^st April 2015. In terms of financial implications, the BCF did not provide new money for Hillingdon; it was about creating efficiencies through integration to ensure that existing funding was used more effectively.

The Committee were informed that the Plan had gone through several iterations during 2014/15 and the final Plan was agreed by the Chairman of the Health and Wellbeing Board and the Chairman of HCCG's Governing Body on the 9th January 2015.

Officers explained the focus of Hillingdon's Plan was on the 65 and over population, which was a reflection of the increasing demand placed on local authority and NHS services by an ageing population.  Its main aim was to reduce the number of emergency admissions.

 The development of integrated IT systems across health and social care is a key enabler to the effective delivery of many of the schemes in the plan and to achieving the position where residents with care needs only have to tell their story once.  The ultimate goal is to have systems that enable partners involved in a resident's care (including third sector) to update their care plan electronically to reflect their respective interventions.  Technological and information governance complexities mean that this goal could take up to three years to achieve. 

In terms of performance metrics, the Committee heard that were six key performance indicators within Hillingdon's BCF plan and the Council was required to report on its performance to NHS England on the following:

1. Emergency admissions - Reduction in emergency admissions per 100,000 65 and over
2. Residential admissions - Reduction in permanent admissions of older people (65 and over population) to residential and nursing care homes per 100,000 population.
3. Reablement - Proportion of older people (65 and over population) who were still at home 91 days after discharge from hospital into reablement.
4. Delayed transfer of care (DTOC) - Delayed transfers of care (delayed days) from hospital per 100,000 (aged 18 and over).
5. Service user experience - In the past year, how easy or difficult it has been to find information and advice about services or benefits.
6. Local metric: Social care-related quality of life - Questions about 8  ...  view the full minutes text for item 72.

The Service Manager, Mental Health introduced the report which had been produced in partnership with Central and North West London NHS Foundation Trust (CNWL) and Hillingdon Clinical Commissioning Group (HCCG). The report provided an update on the developments in Mental Health Services which had taken place since November 2014:

Mental Health Needs Assessment

A Mental Health Needs Assessment (MHNA) was completed in December 2014 and informed the Joint Hillingdon Mental Health Transformation Board priorities for 2015/16. 

Perinatal Mental Health

A multiagency working group had reviewed local provision using a review carried out by Public Health of the known and expected impact of these problems in Hillingdon. A significant number of gaps in service provision were identified.

The Hillingdon Clinical Commissioning Group agreed funding for an interim perinatal mental health service that will be rolled out in 2015/16. The service will include Psychologist, Psychiatrist and a Community Psychiatric Nurse. Officers explained that a report and recommendations of the service would be completed in June 2015.

Child and adolescent mental health services (CAMHS)

Ongoing work had taken place to develop a joint commissioning strategy and action plan. The strategic vision was based on information from the recent JSNA in Hillingdon and was informed by the report by Hillingdon Healthwatch. The intention was to deliver a model identifying how all agencies were required to work together to ensure the holistic mental health and wellbeing needs of children and young people were met.

Early Intervention, Mental Health Promotion and Wellbeing

The Specialist Health Promotion Team lead and LBH Communications Team had developed the 'Five Ways to Wellbeing' leaflets promoting the key messages and where in Hillingdon residents could access support and resources for their wellbeing. 

The Specialist Health Promotion Team lead was undertaking a scoping exercise to find out what local services and organisations were currently providing support for early intervention and promotion of mental health, wellbeing and physical health, across all ages. 

The Committee learnt that plans had been approved for 2015/16, to hold a ‘Time to Change’ (anti-stigma and discrimination around mental illness) public event in Hillingdon; and to hold a series of half-day training days using the 'Making Every Contact Count' workforce approach for frontline workers across the Council, NHS and the voluntary sector.  Officers explained that the training would focus on increasing the knowledge and confidence and skills of frontline staff to address mental health issues as well as other lifestyle issues (smoking, weight management, alcohol and substance misuse).

Supported Housing

The LBH Mental Health Service Manager will continue to meet with the CNWL team to review packages of care and ensure service users were in the most appropriate setting which meets their needs.

Approved Mental Health Practitioners (AMHP) Service

Officers explained that Local Authorities had a statutory duty to ensure that there were sufficient Approved Mental Health Practitioners (AMHP) available to undertake assessments under the Mental Health Act that could result in a person been detained in hospital.

The AMHP service and Children's Services had agreed a  ...  view the full minutes text for item 73.

The Committee considered the latest version of the Forward Plan.

Resolved –

1. That the report be noted.

Reference was made to the work programme and timetable of meetings.

The Committee also considered a number of suggestions for future reviews. These ideas included:

1.    Better Care Fund - How the Council can engage the voluntary sector better and get different organisations to work together in dealing with prevention e.g. the isolated elderly and making sure they don't end up in hospital.

2.    Raising standards in Private sector rented accommodation

3.    Care Act - Development of the personal care services Market (requires more organisations / facilities) for use with personal budgets

4.    Obesity 

5.    Sexual Health (focusing on younger people) and the pressure on the Health Service.

6.    Hospital discharge

7.    Re-ablement 

8.    Helping people moving into supported housing 

9. Dementia prevention
10. Stroke prevention
11. Legal highs
12. COPD and asthma prevention
13. Cancer - early identification and employment support

Resolved -

1. The Committee noted the Work Programme 2014/15.
2. That Officers be requested to provide a scoping report on Raising Standards in Private sector rented accommodation to the 2 July 2015 meeting.
3. That a Public Health report be provided in the autumn covering Obesity, Sexual Health and Stroke Prevention