This was scheduled to be a ‘Health Day’, with the Surrey Heartlands Integrated Care Board (ICB) also meeting in the afternoon.

Surrey Wide Immigration Strategy

The board was scheduled to discuss a draft Surrey Wide Immigration Strategy, led by the Surrey Wide Immigration Group (SWIG). This strategy aims to support ‘Sanctuary Seekers’ in Surrey, defined as individuals who have fled their home either due to violence or persecution, or continued insecure status at home, and are therefore seeking sanctuary in Surrey.

The strategy proposed four strategic objectives:

• Meeting the Basic Needs of Sanctuary Seekers
• Economic Inclusion
• Community and Belonging
• Working Together as a System

The draft strategy also included a proposed governance structure with oversight from the Health and Wellbeing Board and the Surrey Chief Executives group. The strategy is intended to be a living document, allowing for flexibility as national and local contexts shift.

Enabling Stronger Community Safety Leadership and Governance

The board was scheduled to discuss a proposal to create a new Community Safety & Prevention Board for Surrey. This board would provide strategic leadership and direction to tackle community safety/crime and disorder reduction across the county. This was in response to the findings of a review of the effectiveness of existing governance and partnerships.

Surrey Safeguarding Adults Board (SSAB) Annual Report 2023/24 and Future Plans

The Surrey Safeguarding Adults Board (SSAB) is a statutory multi-agency board with responsibilities set out in the Care Act 2014. The board was scheduled to present their annual report for 2023/24. The report highlights the work of the SSAB over the past year, identifying areas of achievement and outlining a ‘Journey for 2024/25’ which focuses on:

• Preventing abuse and neglect: The SSAB wants to improve community awareness and prevent carer breakdown.
• Improving communication and engagement: The SSAB wants to develop a communication strategy and a model to capture the voice of adults who need care and their carers.
• Improving quality: The SSAB wants to improve the quality of referrals, strengthen the use of advocacy, and increase data collection on adults experiencing abuse or neglect.
• Reflection and learning: The SSAB wants to improve the sharing of learning from safeguarding reviews, including with the Domestic Homicide Review Coordinator.

Surrey Safeguarding Children Partnership (SSCP) Annual Report 2023/24 and Future Plans

The board was scheduled to review the annual report for 2023/24 of the Surrey Safeguarding Children Partnership (SSCP). It covers the period from 1 April 2023 to 31 March 2024 and looks at the progress against the partnership’s priorities:

• Neglect: The SSCP has developed a Neglect Strategy for 2024–26 and is providing multi-agency neglect training.
• Early Help: The SSCP has developed an Early Help Strategy and undertaken a review of the Children’s Single Point of Access (CSPA), which is the front door for those needing early help.
• Mental Health and Wellbeing: The SSCP worked with Mindworks, Surrey’s children and young people's emotional wellbeing and mental health service.

The SSCP’s priorities for 2024 to 2026 were scheduled to be:

• Neglect: Building on the existing strategy.
• Early Help: Building on the existing strategy.
• Safeguarding Adolescents: Addressing extra familial harm, mental health, ‘missing’ children and homelessness.

Combining the Health and Wellbeing Board and the Surrey Heartlands Integrated Care Partnership: Draft Memorandum of Understanding (MoU) for Approval

Following a decision made in July 2024, the Surrey Health and Wellbeing Board (HWB) and Surrey Heartlands Integrated Care Partnership (ICP) have combined their meetings and now hold them on the same day as the Surrey Heartlands Integrated Care Board. The board was scheduled to consider a draft Memorandum of Understanding for these combined meetings, including proposed terms of reference for both the HWB and the ICP.

HWB Strategy (HWBS) Highlight Report including HWBS Index Update

The board was scheduled to discuss the progress of delivery against the Health and Wellbeing Strategy, with a focus on:

• Multiple disadvantage: A new JSNA chapter on multiple disadvantage was published. The report highlighted challenges facing statutory services, gaps in support, the importance of early intervention and prevention, and the need to involve people with lived experience in service design.
• Severe Mental Illness: The board was scheduled to discuss a report that analyses the needs of people with severe mental illness (SMI). It highlighted the financial and social costs of unmet needs and set out proposed interventions to address them.
• Inclusive Employment: The board was scheduled to discuss a number of schemes designed to support people into paid employment. These included:
  • Work Wise: A scheme designed to support people with mental or physical health conditions into employment.
  • WorkWell: A scheme designed to support people who are off work sick to return to work.
  • More and Different: A scheme designed to support employers to hire more people from local communities.

The board was scheduled to discuss the results of the latest HWB Strategy Index Scorecard and a number of challenges, including funding uncertainty around various programmes, such as the Bridge the Gap prevention service and several physical activity programmes for children.

Our Surrey Heartlands United Surrey Talent Strategy (UST) and Health and Social Care Academy (HSCA)

The board was scheduled to hear an update on the progress of the Our United Surrey Talent Strategy and the Health and Social Care Academy, which was developed as a key part of the strategy. The strategy identifies six levers of change:

1. Modernise and Integrate Recruitment
2. Build New Capabilities
3. Develop fulfilling Careers
4. Establish a Surrey Offer
5. Enable the United Surrey team
6. Build our Expertise

The board was scheduled to hear about a number of initiatives that are designed to attract, retain, and develop staff, including the Surrey Accredited Care Certificate Programme and the Oliver McGowan Mandatory Training Programme. The report included an update on plans to develop a business case for the long-term sustainability of the Health and Social Care Academy.

Integrated Care Board Update: Surrey Heartlands ICB and Frimley Health and Care ICB

The board was scheduled to receive an update from Karen McDowell, Chief Executive of Surrey Heartlands ICB and Integrated Care System (ICS), about recent ICB activity related to the Health and Wellbeing Strategy, and a separate update from Frimley ICB. These updates would cover a wide range of topics including:

• Winter Planning: Discussing the challenges facing the NHS and Surrey County Council as we move into winter and the steps being taken to mitigate these.
• System Sustainability Plan: Discussing the plan to address financial challenges facing the NHS and progress made to date.
• Planning for 2025/26: Discussing the ICB’s commissioning intentions for the next financial year and how these relate to the Health and Wellbeing Strategy.
• 10-Year Plan Engagement: Surrey Heartlands ICB has contributed to the national 10-year plan for health and care and plans to undertake a robust public and staff engagement programme to support it.
• Bridge the Gap Visit: Members of the ICP and Surrey’s Health & Wellbeing Board visited two charities that provide support to people experiencing multiple disadvantage.
• Surrey Heartlands Expo 2024: A second Surrey Heartlands Expo, attended by partners from across the ICS, was held. It provided an opportunity to showcase good practice, network, and discuss priorities.
• Surrey County Council Adult Social Care CQC Inspection: The CQC rated Surrey County Council’s adult social care service as ‘Good’.
• Children’s Community Health Services Contract Awarded: The contract to deliver Children’s Community Health Services in Surrey was awarded to HCRG Care Group.
• Partnership Agreement for Elective Care: A new partnership agreement was established between Surrey Heartlands ICB and the Surrey Heartlands acute trusts, giving the Trusts more responsibility for elective care, diagnostics, cancer, and outpatient care.
• Outpatient Scheme to Help Tackle Missed Appointments: A new pilot scheme was launched to help reduce DNAs in outpatients.
• Ashford and St Peter’s and Royal Surrey Group Model: Ashford and St Peter’s Hospitals NHS Foundation Trust and Royal Surrey NHS Foundation Trust are proposing to form a group model to enable closer working.
• Award Wins: Surrey Heartlands received two national awards.
  
• New Hospital Programme (Frimley Hospital): The ICB continued to work with Frimley Health NHS Foundation Trust to develop plans for a new hospital at Frimley Park Hospital, to replace the existing buildings that are constructed from Reinforced Autoclaved Aerated Concrete (RAAC).

Frimley System Report

The board was also scheduled to hear an update from Frimley Health and Care (Frimley ICS) about a number of key initiatives, including:

• Community Engagement 2024: Plans for a large-scale engagement exercise were discussed. The engagement will look at how the ICS can ‘Reconnect, Reset and Rebuild’ priorities following the Darzi Review.
• Performance: The ICB was scheduled to hear about the performance of Frimley ICS against key metrics.
• Financial: Frimley ICS was scheduled to provide an update on its financial position and how it plans to meet its agreed financial plan.
• Planning for Winter: Frimley ICS discussed its plans for winter, including two new single points of access for urgent care, a new urgent treatment centre at Frimley Park Hospital, and some new beds at Frimley Park Hospital.
• Supporting our People: The ICB provided an update on initiatives designed to improve staff wellbeing and support equality, diversity, and inclusion.