Agenda item

The purpose of this summary report is to provide an update to the Northumberland Health and Wellbeing Board on the 0-19 Growing Healthy Service, describing progress to date and giving assurance that the team deliver a high quality, responsive and effective service to the children, young people, and families (CYP&F) of Northumberland. The report will be presented by Sam Anderson, Service Manager, Harrogate and District NHS Foundation Trust.

Members received a report and presentation from the Harrogate & District NHS Foundation Trust updating them on the 0-19 Growing Health Service.  The reports described the progress to date giving assurance that the team delivered a high quality, responsive and effective service to the children, young people, and families (CYP&F) of Northumberland.  The report was presented by Rachel Rispin and Ginelle Clough of the Harrogate & District NHS Foundation Trust.

Key issues included:-

·             Performance Mandated

·             Performance was either static or generally improving.  All staff had a quality and performance 1-1 monthly.  Managers worked to ensure that mandated contacts were carried out within timescale.

·             Developing performance panels to aid understanding of performance issues within the localities.

·             All Managers had a thematic lead within the service and were part of a workstream including patient experience, SEND, best start in life, and early intervention.

·             Workforce and recruitment of SCPHNs (Specialist Community Public Health Nurses) had been a significant challenge but the number of vacancies in Northumberland was beginning to fall.  Training of these staff was high profile and development from within the organisation was encouraged.  Posts and roles were evaluated when they became vacant to see if the organisation could be innovative.

·             Service Transformation – new roles had been created.

·             Community Anchor – objectives including community profiling within Family Hub workstreams and scoping projects and initiatives across Northumberland to promote a community centred, place-based approach in delivery of the Healthy Child Programme and to reduce inequalities.  Northumberland Housing Pathway development to improve communications between health and housing to improve home conditions.  Collaboration with the Northumberland Fire Service to identify electrical and fire safety risks during home contacts.

·             Project Support Officer – transformation and implementation of the digital platform.  Developing and expanding social media offer including Facebook and Instagram.

·             Community Triage Nurse – The role would provide a timely response to referrals, ensure agreed waiting times were adhered to, and signpost referrals to the most suitable partner.

·             Locality Engagement Events had been held and provided valuable feedback on what was working well, what needed to improve and action that staff could take themselves or where they needed support.  Task and Finish groups were being developed to take actions forward.

The following comments were made:-

·             It was clear that the service cared about its staff and worked into and across the community.  There was a culture shift working alongside families rather than ‘doing to’ families.  The mandated statistics were encouraging.  Partnership working was welcomed.

·             There needed to be a shift from the view that anything health related must be carried out at a GP surgery, including the work of Health Visitors.  This was an important shift of culture.  Work was ongoing regarding a move to integrated neighbourhood working and it may be that some aspects of GPs role could be moved into the community and the Family Hub.

·             The contract with the Harrogate & District NHS Foundation Trust was a Section 76 partnership and had no specified end point.

·             The digital app had been downloaded by 5,290 people but was still in its early stages.  This was a universal offer to build resilience in families and ensure access to the correct information.  It was acknowledged that not every area in Northumberland had a community hub, but the service was a home visiting service, and the service would be delivered wherever it was needed.

·             Following the Cramlington conversation, a steering group had been set up for the Cramlington/Seaton Valley as feedback indicated that this area felt underserved.  It was planned to allow patients to be attended to but also to stay and see what else was available within the Family Hub.

·             There was work with rural co-ordinators to better understand the needs of families living in more remote areas.

·             Healthwatch was concluding a report on Health Visitors and that would be made available in due course.  Healthwatch would work closely with the service to use feedback and look at ways to continue to improve the service.

·             Jenelle Clough was very integrated with the community sector and had attended many Thriving Together events.  The removal of silos was working, and the breakdown of barriers had been transformational.

·             It was noted that there was an outreach worker based at Amble North Primary School.

·             The work with the 0-19 service was welcomed by the Northumberland Fire & Rescue Service as it offered the opportunity to target the most vulnerable and those at highest risk in the community.

·             Three pillars had been established, public health, safeguarding and emotional health and resilience.  Via the Community Triage Nurse, it was important to ensure that young people were signposted to the correct person at the right time and this would help to reduce waiting lists.

·             Peter Standfield requested a discussion with the 0-19 service in relation to the Armed Forces.

IT WAS AGREED that the presentation and report be noted.