Apologies for absence were received from Councillor Willis (substitute: Cllr Borton), Sue Hardy, Sally Morris, Andy Vowles (substitute: Wendy Smith), and Mandy O’Callaghan (substitute: Leanne Crabb).

(a) Councillor Borton – All agenda items – Disclosable Non-pecuniary interest – Council appointed Member of People Scrutiny Committee;

(b) Councillor Salter – Agenda Item 6 (Essex Success Regime / Sustainability Transformation Plan) – non-pecuniary interest – husband is Consultant Surgeon at Southend Hospital and holds senior posts at the Hospital; son-in-law is GP; daughter is a doctor at Broomfield Hospital;

The Chairman responded to the written questions received from Mr Traub.

Minutes attached

Resolved:-

That the Minutes of the Meeting held on Wednesday, 7^th September 2016, be confirmed as a correct record and signed.

Report from Director of Public Health attached.

The Board considered a report from the Director of Public Health which highlighted the key findings of the 2016 Health Profile for Southend-on-Sea.

The Board asked a number of questions which were responded to by the Director of Public Health.

Resolved:

That the report be noted.

Report from Wendy Smith, NHS England, attached

The Board considered a report from the Programme Director, Mid and South Essex Success Regime which provided an update on the progress of the Success Regime (SR) and Sustainability and Transformation Plan (STP).

The SR Interim Communications Lead, SR/STP Independent Chair and Chief Officer, SCCG, responded to a number of questions from the Board covering recruitment and retention, use of technology, data sharing and prevention.  In providing their responses it was emphasised that no decisions have been made in respect to the STP and there would be no changes to the existing centres of excellence.

Reference was made to the three different options for the three hospitals and the possible combinations for the redesigned hospitals and the most likely outcome for Southend and what this would mean for residents and patients in the borough.

Resolved:

1. That the update and the opportunities to give views on the STP and developing options for service change, be noted.

2. That the Board continues to participate in discussions with the Mid and South Essex Success Regime and STP engagement and consultation programmes, which include stakeholder meetings and meetings of the Southend, Essex and Thurrock Boards.

Report from Jacqui Lansley, Director of Strategy, Commissioning and Procurement, attached.

The Board considered a report from the Director of Strategy, Commissioning and Procurement which presented the Southend, Essex and Thurrock multi-partner Mental Health Strategy.  The report also outlined the strategic direction of travel for the mental health system over the next five years.

The Board asked a number of questions which were responded to by the HWB Vice-Chair and Deputy Chief Executive (People).

The Board noted that the strategy was considered by the Southend CCG Governing body on 1^st December 2016 and would be submitted to the Southend and Thurrock Cabinets in January 2017.  The strategy was also considered at the Council’s People Scrutiny Committee held on 29^th November 2016 by way of pre-Cabinet Scrutiny.

Resolved:

That the Draft Southend, Essex and Thurrock Mental Health Strategy be noted and approved.

PowerPoint Presentation slides from Alison Semmence attached.

The Board received a presentation from the Chief Executive Officer, SAVS, which provided an overview of the key achievements and critical issues for the Third Sector in Southend-on-Sea. 

The Chief Officer drew attention to the financial pressures within the voluntary and community sector.  It also emphasised the value that the voluntary sector can add in the co-production of strategies and initiatives.

Resolved:

That the presentation on the Third Sector in Southend-on-Sea, be noted.

Report from Alison Clare, A Better Start, attached.

The Board considered three reports from the Programme Manager, A Better Start, which covered governance, finance, performance and workforce development.

Members discussed the proposed refreshed governance model and emphasised the Board’s role as the strategic lead.

Resolved:

In respect to the Governance and Co-production report:

1. That the progress in developing the refreshed and expanded governance structure, be noted;

2. That additional partners be invited to join the Partnership Board to ensure cross-system representation and leadership.

3. That further consideration be given to how parents should be involved and engaged on the Health & Wellbeing Board.

4. That approval authority for the operational delivery and project spend for the programme be delegated to the current Executive Board (then to the Partnership Board when it assumes responsibility in April 2017), whilst the overarching ‘strategic’ and ‘oversight’ responsibility be retained by the Health & Wellbeing Board, in its role as the ABS Strategic Governance Board.

In respect to Finance and performance:

5. That the total spend in the first two years of the programme to date which stands at £2.4m, of which £1.3m, was on programme management costs, £650k was on revenue projects and £330k on capital projects, be noted.

In respect to Workforce Development:

6. That the direction of travel, be noted.

7. That respective organisations nominate people who can take an active role in taking forward the ABS workforce development projects.

8. That respective organisations identify and notify the Programme Director of key people or resources across the borough which the programme should join up with.