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29/10/2018 - A Stoke-on-Trent and Staffordshire Approach to Children and Young People’s Emotional Wellbeing and Mental Health 2018 - 2023 ref: 1439    For Determination

Decision Maker: Healthy Staffordshire Select Committee

Made at meeting: 29/10/2018 - Healthy Staffordshire Select Committee

Decision published: 07/12/2018

Effective from: 29/10/2018

Decision:

The Committee considered the report of the Cabinet Member for Children and Young People, covering the “Starting Well, Living Well, Supporting Well 2018 - 2023” Children and Adolescent Mental Health (CAMH) Strategy covering Staffordshire and Stoke on Trent.

 

The Cabinet Member for Children and Young People; Liz Mellor, the Child Commissioning and Development Manager (CCDM); and Jill Mogg, the Commissioning Manager (CM) attended the meeting to present the strategy and answer questions.  The Cabinet Member informed the Committee that unfortunately no-one could be at the meeting to represent the Health partners.

 

The document pledged to deliver POSITIVE change in supporting children and young people to thrive. POSITIVE stood for:

P -       Promote positive mental health and emotional wellbeing and build resilience in stakeholders and communities.

O –      Overcome challenges and be open to new ways of working which embrace innovative, creative and digital solutions in delivering positive outcomes for children, young people and their families.

S –      Seek to positively engage the voice of children and young people and those who support them to plan and deliver services more effectively.

I –        Identify emerging issues for children and young people at the earliest possible stage, intervening promptly to prevent needs from escalating.

T –      Target effective and high-quality help and support when it is needed for those most vulnerable children and young people which delivers sustainable improvements in their mental health.

I –        Improve access to information, advice, training and support for children and young people and their families, professionals and the communities they live in to better equip them to manage their mental health.

V-        Value the fundamental importance of the family in supporting the development of good physical and mental health for their children.

E –      Engage with communities and in the place, people live to build capacity and resilience to help children and young people achieve their potential.

                                       

The Strategy recognised that the current commissioned service provision to meet the mental health and emotional wellbeing needs of children and young people was not as cohesive as it could be, and provision was variable across the County and City.  There was less support available to intervene early to meet low to moderate needs and to prevent these escalating, which inevitably put pressure on the more specialist services in meeting higher or critical needs.

 

The POSITIVE approach to change will be based upon the principles developed in the Thrive model.  The Strategy was also supported by the Local Transformation Plan which was the document that would evidence how success would be measured.

 

The CCDM explained that the CAMHs Strategy is a whole system approach to children and young people’s mental health and wellbeing with needs that may emerge in pregnancy with the mental health of the mother and included all 4 tiers of support available.  The Strategy would enable partners to work collaboratively to develop an integrated approach designed to make best use of the resources available.  The changes would start with the commissioning of a new model of support for children and young people with low to moderate needs with one lead provider in place of the current five.

 

A Member of the Committee asked about the work taking place in schools and if teaching assistants were being used in primary schools but not in secondary.  The thought was that this left children vulnerable during the school transition stage.  The CM explained that the Council had applied to the NHS England to be a trail blazer to develop mental health services in schools.  The outcomes of the bid had not been released yet.

 

Another Member of the Committee expressed concern that the Strategy talked about the Children not knowing where the services were or how to access them.  If this was the case, why was the Strategy so medically based and not school or prevention based?  Also, why weren’t the Multi Agency Centres (MAC’s) in schools being used for early intervention and were the budgets being reduced?  In response to the questions, the CCDM explained that the Strategy was developed in collaboration with a wide range of partners and that it wasn’t intended to be a medical model, but this would be looked at.  The focus of the Strategy was a whole system approach which included links with schools based support and other service provision which supported children and young people to achieve positive outcomes in relation to their emotional wellbeing.  Regarding the sustainability of the MAC provision, officers agreed to check and provide the Committee with the information.

 

A Member of the Committee expressed the opinion that the document talked about the principles and themes/objectives but were there any sub strategies that support the delivery or provided the detail that would enable change.  Also, the Strategy is for a five year period but it seemed unclear on the destination or the outcomes that were envisaged.  Officers responded by explaining that it was about a whole system change which it was acknowledged would present challenges in relation to the need to achieve transformational change.  The language in the report would be reviewed to ensure that it was not overly complicated and that it was clear that there were delivery plans which supported the delivery of the priorities identified in the Strategy.  The CM explained that the Local Transformation Plan would be refreshed each year.  There was a requirement for the Clinical Commissioning Group (CCG) to review and publish the plan each year in consultation with partners to evidence progress in delivering the requirements identified in the Five Year Forward Plan in meeting local need.

 

There was a question on how waiting times for tier 3 and 4 services could be reduced.  Officers explained that the CCG would have to explain how this could be achieved.  The Strategy however did have a focus on developing early intervention services which it is anticipated would reduce demand for higher tiered services in meeting more complex needs. 

 

The CCDM hoped that this Strategy could start a review of all the commissioning contracts/services and systems to ensure they were fit for purpose.

 

A Member asked if the Strategy had gone through a similar process to that of the Joint Strategic Needs Assessment (JSNA) and aligned its commissioning intentions.  The Cabinet Member thought that it had been through the same process but agreed to check and report back to the Committee.

 

The figures for Tier 3 services in the report showed significant increase in 2017/18 and Members questioned the numbers.  The CCDM agreed to check the data and report back to the Committee.

 

RESOLVED:

a)    That the Strategy and direction of travel as outlined in the report be agreed in principle subject to more work taking place on the prevention agenda.

b)    The Committee noted the challenges faced in delivering the plan with partners.

c)    The Committee asked for the following information:

                    i.    MAC budget provision.

                   ii.   Had the Strategy gone through a similar process to the Joint Strategic Needs Assessment. 

                         iii.     The increase in figures for Tier 3 services in 2017/18.

Divisions affected: (All Divisions);

Lead officer: Liz Mellor


07/12/2018 - National Joint Council NJC Pay Agreement 2018-2020 ref: 1470    Recommendations Approved (subject to call-in)

To agree arrangements for local implementation of the National Joint Council NJC Pay Agreement 2018-2020 on and with effect from 1 April 2019

Decision Maker: Cabinet Member for Learning and Employability

Decision published: 07/12/2018

Effective from: 13/12/2018

Divisions affected: (All Divisions);


05/12/2018 - Rugeley Leisure Centre Lease Payments (exemption paragraph 3) ref: 1469    Recommendations Approved (subject to call-in)

Decision Maker: Property Sub-Committee

Made at meeting: 05/12/2018 - Property Sub-Committee

Decision published: 05/12/2018

Effective from: 11/12/2018


05/12/2018 - Netherstowe Academy, Lichfield - Proposed Tenancy at Will ref: 1467    Recommendations Approved (subject to call-in)

Decision Maker: Property Sub-Committee

Made at meeting: 05/12/2018 - Property Sub-Committee

Decision published: 05/12/2018

Effective from: 11/12/2018

Decision:

The Sub-Committee considered proposals to grant a Tenancy at Will, Commercial Transfer Agreement and Lease for the site of Netherstowe High School in connection with the transfer of the school to Academy status.

 

The Tenancy at Will and Commercial Transfer Agreement were required pending completion of development works on site by the County Council, following which a standard Lease was proposed for a 125 year period and at a peppercorn rental.  All proposals complied with the expectation of the Department for Education for those schools converting to Academy status.

 

RESOLVED – That approval be given to the granting of a Tenancy at Will, Commercial Transfer Agreement and Lease for the site of Netherstowe High School.

 


05/12/2018 - Proposed Lease of Sites to Academies ref: 1466    Recommendations Approved (subject to call-in)

Decision Maker: Property Sub-Committee

Made at meeting: 05/12/2018 - Property Sub-Committee

Decision published: 05/12/2018

Effective from: 11/12/2018

Decision:

Proposals were submitted to lease the sites of three Academies to their Trusts for a 125 year period and at a peppercorn rental in line with the expectations of the Department for Education for those schools converting to Academy status.

 

RESOLVED – That approval be given to the grant of 125 year leases, at a peppercorn rental for the sites of the three Academies detailed in the Schedule to the report.


05/12/2018 - Biddulph Youth Centre - Request to extend Lease (exemption paragraph 3) ref: 1468    Recommendations Approved (subject to call-in)

Decision Maker: Property Sub-Committee

Made at meeting: 05/12/2018 - Property Sub-Committee

Decision published: 05/12/2018

Effective from: 11/12/2018