Agenda item

The Board noted the Chair’s report and comments as set out below were made:

·  £200m Public Health Cuts

The impact for 2016/17 would not be clear until the proposed new needs based formula and grant conditions of use were announced.  The in-year £200m reduction in funding would be detailed in the 8 July emergency national budget.

·  Success in Development Funding Bid

£6,000 of funding had been awarded by London Councils for the Health and Wellbeing Board development. 

·  Care Act Updates

There were now four work streams for April 2016.  These were:

-  communications, information and advice;

-  cap on care costs;

-  commissioning;

-  operational consolidation and development.

A significant area of work would be the revision of the Council’s charging policy.  The main risks for Phase 2 were implementation costs, pressures on the NHS and the implication of this on social care and the demand from self-funders.

·  News from Care City

Work had focused on those areas where partnership working was uniquely placed to accelerate progress for the benefit of the communities and in particular on healthy ageing and social regeneration. 

Existing resources would be redirected to maximise benefits, reduce duplication and to seek external funding.  The activities would be clustered around four business goals:

• Establish Care City infrastructure
• Create an innovation mechanism
• Establish research capacity
• Develop priority education programmes.

The interim premises at Maritime House, Barking, were due to open in September 2015.  Care City had bid to become one of five national NHS test bed sites and the project was now being considered at second stage of the application process.  Discussions were also continuing with academic partners. 

·  News from NHS England

Five Year Forward View: Time to Deliver

On Thursday 4 June 2015, the seven principal national health bodies published ‘Five Year Forward View: Time to Deliver’.  The paper was a delivery tool that looked at the progress in delivering the Five Year Forward View and the next steps to achieve the shared ambition.  Work had started with a period of engagement with the NHS, patients and other partners on how they respond to the long-term challenges and closure of the health and wellbeing gaps, the care and quality gap, and the funding and efficiency gap.

Mental Health Task Force

Over 20,000 people had taken part in the online survey and engagement had also taken place with communities who were often marginalised.  The emerging themes to date were prevention, access and integration across the system.

·  Message from Alwen Williams, Interim Chief Executive, Barts Health

Noted the message and five immediate action priorities to improve services.

·  Health 1000

Health 1000 had now been officially launched.  It was an innovative new primary care practice designed to provide joined-up health and social care services for people with complex care needs.  The service was based at King George Hospital and consisted of a team of healthcare professionals which provided patients with specialist, individual help so they felt more in control of their care and were able to stay out of hospital and independent for as long as possible.  Feedback from patients on the service had been positive.