Agenda item

To receive an update report describing progress to date and giving assurance that the team delivers a high quality, responsive and effective service to the children, young people and families of Northumberland.  The report will be presented by Ashley Iceton, Harrogate & District NHS Foundation Trust.

Members received an update report describing progress to date and giving assurance that the team delivers a high quality, responsive and effective service to the children, young people and families of Northumberland.  A detailed presentation was provided by Ashley Iceton and Samantha Anderson, Harrogate & District NHS Foundation Trust and is filed with the signed minutes.

The following key areas were raised:-

•       The 0-19 Service Model aimed to meet the key priorities of the partnership arrangements and support integration and collaboration with local authority partners, Family Hub model and key stakeholders. 

•       Restructuring changes were influenced by experience and best practice and the model would evolve and developing to respond to local and national changes and need. Key contacts and structure was displayed for information.

•       Three areas had been agreed; the North, Central South East and Central West.  Some managers were in post and recruitment for other posts was ongoing.

•       Three pillars had been introduced to deliver the 5-19 service – Safeguarding, Emotional Health and Resilience, and Public Health with each pillar having a lead.

•       Key Performance Indicators were displayed covering antenatal to 2.5 years.

•       Infant Feeding Pillar – this was led by a specialist nurse and an action plan was in place to lead the service going forward.  Support would be available throughout the county in line with UNICEF standards

•       Public Health Pillar – referral criteria were listed. 

•       School profiles would be offered to all schools in Northumberland and schools would be asked to identify three priorities and these would include digital delivery, targeted delivery into schools or signposting within the system.  NCMP screening would be offered throughout the year. 

•       There had been a surge in referrals for children with low mood and low level anxiety.  A waiting list was in operation and parents/carers received a list of other potential resources which they could access.

•       Emotional Health and Resilience Pillar – partnership working to develop a service criteria to support early intervention and level 1 support.  Sensory pathway was being developed with partners to enable support for children and young people with possible neurodiversity.   There was a long term plan to appoint four Children’s Psychological Wellbeing Practitioners.

•       Safeguarding Pillar – Safeguarding clinical lead posts had been appointed and their role would be to include face to face support for complex case management

•       Innovative Roles – new roles included Community Anchor, Community Triage Nurse and The Project Support Officer

•       Estates Strategy – a sustainable estates strategy had been designed to meet the needs of the service and residents.  A first move had been made in the west of the county.  Work to develop and strengthen relationships with GP practices would be ongoing.  Clinical staff would be able to go out to carry out their work but still have a single point of contact manned by administrative staff.

•       Key achievements and quality improvements 2021-23 were listed.

•       Key challenges and areas for development were listed.

The following comments were made:-

•       Samantha Anderson had met with representatives of the Fire & Rescue Service to discuss systems and process including increasing awareness of fire safety when visiting homes.  Fire service staff would also be able to talk about wider issues.  A referral form was being developed which could sit within the Harrogate Trust’s own systems.  Scoping work was being carried out to utilise Hexham Community Fire Station for a weekly infant wellbeing clinic.

•       The team was congratulated on being awarded team of the month as this seemed to be well deserved recognition of the work that was being carried out.

•       It was important to include the role of primary care and GP practices as they also had an integral role to supporting families.  Stakeholder events were to be held where representatives would come out to meet primary care colleagues to start strengthening the relationship and partnership working. 

•       A lot of integration was embedded within the 0-19 service via the Family Hub development, and it was hoped to co-opt primary care representation on the Family Hubs workstreams and Implementation Group.  The Community Anchor role was fundamental and aligned well with the Inequalities Strategy and emphasising capitalising on community assets. 

•       Family Health Needs Assessment had a section on Fathers including their emotional health and health promotion.  This was an important factor in the whole family dynamic.  Information on fathers was not routinely collected but it was hoped by doing this (with their agreement) going forward it would enable to share with primary care that this contact had taken place.

•       The service had been open and honest in that it had a waiting list and especially around the Emotional Health & Resilience Pillar there had been investment in training and looking at referrals which did not hit the criteria and how these children could be supported.  Relax Kids was an emotional wellbeing session and would be supported and then signposting children on to more appropriate agencies if needed.  Waiting times were also subject to scrutiny via the Safeguarding Partnership.

RESOLVED that the presentation be noted.