Venue: Committee Room 3 - 3rd Floor - Civic Centre. View directions
Contact: Lee Booker Email: Lee.Booker@Wolverhampton.gov.uk
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Apologies and Notification of Substitutions [To receive any apologies for absence and notification of substitutions]. Additional documents: Minutes: Apologies were received from Cllr Khan and Cllr Mattu.
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Declarations of Interest [To receive any declarations of interest]. Additional documents: Minutes: There were no declarations of interest. |
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Minutes of previous meeting PDF 142 KB [To approve the minutes of the previous meeting as a correct record].
Additional documents: Minutes: Cllr Jaspreet Jaspal was incorrectly listed as not present during the meeting when she was in attendance. The minutes for the meeting held on 21 September 2023 were approved as a correct record subject to this correction.
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The Director of Public Health Annual Report 2023: The Power of Partnership PDF 101 KB [To discuss the Director of Public Health’s Annual Report 2023: The Power of Partnership] Additional documents: Minutes: The Director of Health summarised the
importance of partnership working as a part of their health policy
(a copy of the presentation is attached to the signed minutes).
Partnership working contributed towards better health outcomes for
the population. Achievements so far included: being in the top
quartile for alcohol treatment completions, the infant mortality
gap rating between the City of Wolverhampton and the English
average was narrowing. The proportion of 2 and a half year checks
assessing children’s development was taking place within the
target period above regional and national averages, a reduction in
the number of rough sleepers in the city which was part of a longer
term downward trend and a top performer for NHS health
checks. The Partnership Director OneWolverhampton explained that OneWolverhampton was not an organisation but was a
partnership made up of multiple stakeholders in the City’s
healthcare service. Their purpose was to improve health outcomes
across the City by working together and utilising data to ensure
needs were met. All partners had made commitments to work together,
treating their finances as one and the same, sharing data and
information as well as to work together to design services. They
were working on: adult mental health, care closer to home, children
and young people, living well, primary care development, urgent and
emergency care. A variety of tasks were set out on the presentation
slides which evidenced what they were doing work towards the set
out goals. |
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Budget and Performance Update PDF 2 MB [Panel to receive presentation on the budget and a performance update] Additional documents: Minutes: The Finance Business Partner set out the draft budget statement in the presentation (a copy of the presentation is attached in the signed minutes). The Council had a forecasted budget deficit of £16.4 million in 2024-2025 rising to £23.1 million across 2025-2026 announced in March 2023. Work had been undertaken by the Council to reduce the deficit, with the budget deficit updated in October, projected to be £2.6 million across 2024-2025. Work was still being undertaken to further reduce the deficit and create a balanced budget for the future. Economic uncertainties were: future funding, inflationary pressures, demand for services and future pay awards. Public Health Services were fully funded by a grant, the Public Health grant for 2023 – 2024 was £22.5 million.
The Director of Public Health
stated that their performance was updated annually and results were
published on the Public Health Outcomes Framework for viewing.
Since the previous publication the Council had improved and
demonstrated strong performance in the areas of NHS health checks
for 40 to 74 year olds and alcohol mortality levels. He stated that
recent data released showed that the Wolverhampton City population
had moved from being one of the least physically active groups in
the country to 61st most active in the country. He said
he felt this was a result of the targeted work they had done. Data
on domestic abuse was West Midlands wide and not Wolverhampton
specific. The data showed that domestic abuse in the West Midlands
had increased, although this may not have been because of a change
in the amount of domestic abuse levels and may have reflected
higher levels of reporting by victims. The City of Wolverhampton
had some of the lowest suicide rates in the country. Notification
had been received in December 2023 of an indicative allocation of
the Public Health Grant 2024-2025, totalling at £22,758,935,
an increase of 1.3%. Indicative funding
of only one year impacted upon long term planning. The Strategic
Risk Register relevant to the Panel listed: Asylum seekers and
refugees, impact of future pandemics, climate change, financial
wellbeing and resilience. |
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Child to Adult Transition Services PDF 303 KB [Royal Wolverhampton Trust to deliver report presentation to Panel] Additional documents: Minutes: The Transition Nurse for Royal Wolverhampton
Trust stated that following a 12 month pilot, the role of
Transition Nurse at the Royal Wolverhampton Trust (RWT) had been
made permanent, they had also set up a transition steering group
and a transition policy. A Ready-Steady Go transition plan had been
developed, with improved pathways for the transitional period.
Transition Clinics had been set up in acute clinics. In
collaboration with the Living Well Team, the RWT had set up a
transition group at Compton Care for people with life limiting
health conditions. An action plan was being developed following
recommendations from the National Confidential Enquiry into Patient
Outcome and Death (NCEPOD) Report. They were awaiting further
national reports to receive further recommendations. Gaps in
transition service provision were: children who were based on
medical equipment at home and that services were not appropriate
for all children (specifically vulnerable children). They were
working on a plan to address these gaps. Qualitative experience
based stories were read out by two patients relating to the service
gaps to the Panel. The Transition Nurse for Royal Wolverhampton
Trust said she could not speak for Child and Adolescent Mental
Health Services (CAHMS) but she was aware they were working on
their transition services. They tried
to encourage teenagers to provide a list of questions as part of
the Ready-Steady Go programme to get the children to learn how to
self-advocate, understand their position and report. For the action
plan, they were looking at around 12 months for the goals. |
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[Royal Wolverhampton Trust to deliver report presentation to Panel]
Additional documents: Minutes: The Partnership Director OneWolverhampton opened the presentation (a copy is
attached to the signed minutes) and stated that Wolverhampton was
known nationally as being ahead of the curve in delivering virtual
wards and digital care to patients. She then summarised the history
and development of the service at Wolverhampton; which began as a
response to the Covid-19 Pandemic in 2020. They had added 6
additional care pathways since 2020, as well as a number of care
and support services to the virtual ward and digital care. For 2024
they planned to add a further 3 services. Wolverhampton currently operated 98 virtual ward
beds as part of their service and this was in line with national
guidance. The virtual ward team was nurse led, but they also worked
with the wider multi-disciplinary team such as pharmacy and therapy
professionals, with medical insight provided by consultants within
the hospital. All patients had an initial face to face visit, lack
of digital equipment or confidence by the patient was not a barrier
to the service. They delivered care 7 days a week 8am until 10pm.
The service was currently overachieving in its bed availability,
regularly exceeding the 98 beds target. Service referrals were
increasing month on month, with the top referrals coming from
Paediatrics (41%), Accident and Emergency (23%), Respiratory
Medicine (11%). All patients were given an option to feedback from
their virtual wards on their experience with the service. The Partnership Director OneWolverhampton replied that for patients who did
not submit monitoring readings they would utilise the same
procedure they had if a district nurse was undertaking a visit and
could not reach the patient. This included multiple communication
contact methods, identifying a next of kin, identifying if they had
access to a key safe and she confirmed they had clear escalations
in place with emergency services. For system services, they were
provided with regular data which displayed a clear line of
regularity to the staff, if anomalies began to show up, the staff
would respond to this. They also had the ability to provide digital
technology such as smartphones to patients for the duration of the
service usage. The Chief Nurse for Royal Wolverhampton Trust replied that they had a set criterion which community nurses and clinicians followed to rate a patient by for a referral. This was a clinical decision, made in the same way a discharge would ... view the full minutes text for item 7. |
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Healthwatch GP Services Survey PDF 1 MB [To discuss the latest Healthwatch GP survey and a report from the ICB on their work in Primary Care].
[The report from Healthwatch - GP Survey is marked to follow]. Additional documents: Minutes: The Vice-Chair informed the Panel that due to
unforeseeable circumstances, Healthwatch were unable to provide
their survey report to the Panel and would be bringing the survey
to the next Health Scrutiny Panel on 18 January 2024. The Managing
Director of Wolverhampton from the Integrated Care Board (ICB)
would still be delivering his report
however. The Vice-Chair asked The Manager for Healthwatch
Wolverhampton to confirm they would be bringing their report to the
next Health Scrutiny Panel. The Head of Primary Care responded that as
part of the recovery plan, they had tried to understand the
position of their practices and the processes those practices
utilised. They had done a baseline
assessment of the practices against 10 components; these components
once combined would improve the operational efficiency of
practices. These components included: the practices ability to use
their data to understand the demands they had, that they had the
capacity set up in the right ways to meet the demand from the
public, to understand that they used their triage properly, which
included sign posting. The practices
were asked to grade themselves against these components, with Level
4 being the level required. If they had not met these levels, the
ICB was working with them to progress them towards the right
level. They were currently at the stage
of looking at the plans submitted to them from GP Practices which
displayed how they intended to get to a higher level rating. |