Dave McAuley (Programme Director, Strategic Co-operative Commissioning) delivered the ‘Local Care Partnership’ update to the Board, and highlighted the following points-

a)    Community researchers had now been recruited and trained, and were in place to begin working with local residents to gather data which would help alleviate social isolation and loneliness. This helped address the first priority, ‘building a compassionate and caring city’;

b)    There was now GP telephone support available to Care-Homes. While this had initially been targeted towards care homes which were frequent users of the Emergency Department (ED), this had now been expanded to all. Furthermore, the Cost of Living Taskforce had been established to monitor household support funding outcomes. These measures helped meet the second priority of ‘developing a sustainable system of primary care’;

c)    Plymouth had been awarded £1 million for 2022/23 through the SEND Innovations Grant, (1 of only 7 authorities successful nationally), the Peninsula Fostering Tendering Programme had now progressed to contract award stage, and the Children’s Home Treatment Service was now operational. This helped address the priority of ‘Ensuring the best start through a Bright Future’;

d)    Despite considerable investment and additional capacity, there remained significant operational pressures surrounding the target of ‘Homelessness prevention’, with continued reliance on temporary accommodation such as  bed and breakfast;

e)    The Extra Care Hotel was opened in November 2022, delivering an extra 40 beds across the system to help alleviate stretched capacity. The William and Patricia Venton Centre was also open, providing a short term care facility with 24 beds. This aimed to address the target of ‘Integrated care’;

f)     The Eating Disorder, Personality Disorder and Rehabilitation Mental Health models were now in place. Two additional ARRS roles had been recruited, and PCC had been commended for making good progress at implementing the Community mental health framework. The Virtual Walls programme was also nearly operational;

g)    PCC was involved in a pilot to develop and approach to recruiting international staff to Adult Social Care, with the first recruit set to join in the forthcoming weeks. PCC had also established the Strategic Health and Care Skills Partnership, developing a focus plan, which had already led to successful recruitment;

h)    A new Acute Mental Health Unit was now available at the Glenbourne Unit, consolidating all acute mental health provision in the city to one site;

i)     Key risks included: risk of poverty and homelessness, fostering and residential capacity, the care market, workforce, the urgent care system, and primary care.

In response to questions from the Board, it was reported that-

a)    The Community Builders programme had now started, linking with Communities and ensuring available resources within communities were directed to those in need;

b)    Healthwatch had seen little change in feedback received regarding GP services. There was considerable variation across the city, with some practices receiving better feedback than others;

The Board agreed-

1.  To note the content of the report, acknowledging progress and successes;

2. To acknowledge the considerable system wide challenges and pressures that exist within Plymouth, noting strategies to address these in the short, medium and longer term;

3. To acknowledge and note system wide, enabling work relating to Estates and Workforce that aims to address some of the wider system challenges;

4. To add an update on Warm Spaces, Cost of Living, the Carers Strategy, and ICS Primary Care to the work programme.