Agenda item

The Director of Public Health introduced the item. Following the introduction, the Associate Director of Operation, Croydon Health Service outlined details in a presentation

Following the presentation, Members has the opportunity to ask questions.

 In response to queries raised by the Committee, the following was clarified:

• In order to provide reassurance despite the backdrop of challenges, that the action plan for 2021/22 was deliverable, officers said that a development plan was in place that was being monitored on a monthly basis. They worked closely with commissioners and were all committed to pushing the service forward
• If it was identified that they were not where they needed to be, the plan would be reviewed with further actions put in place where necessary. The importance of the issue was not underestimated and if changes needed to be made, they would be where appropriate.
• A decision was made for the project manager and analyst to be in post, initially for six months. This was a decision made between the health service and commissioners. This team would be tasked to assist in achieving robustness of data and ensure data was being collected and reported appropriately.
• In addressing planning strategy and resource allocation to cover statutory responsibilities, officers were confident that the budget would cover the ability to respond to mandatory responsibilities. The main challenge was in workforce availability which was essential in the ability to drive forward change and meet targets.
• Members were reminded that only a qualified Health Visitor could conduct statutory visits and carry out the necessary assessments and due to the national shortage there had been an impact in time scales. Whilst the service had adapted the way they work and had been utilising skill mix of staff where possible, the Health Visitor remained the accountable professional and had to maintain oversight.
• The service was now back to conducting face to face visits and no longer doing video consultations which were put in as a measure during the height of the pandemic. Thorough risk assessments were conducted prior to face to face visit in order to protect both staff and clients.
• There had been instances where visits had not taken place as whilst the service always strived to offer and undertake visits, parents were able to exercise the choice to not have one despite it being mandated. Some families chose not to engage and unless there were safeguarding issues, which would trigger separate protocols, they could not be made to accept a visit.
• In order to maintain oversight over performance, the associate directors would have monthly meetings with commissioners and quarterly with directors. There would be a clear expectation for through discussions on data, improvement and what needed to be done if not achieving as expected. Having a Metrix would assist in keeping on track as they were also accountable to Public Health colleagues who review the data on a monthly basis.
• It was important to note that staff had been working tirelessly under extremely challenging conditions brought on by the pandemic. Their health and well-being was recognised and remained a priority. Practitioners has access to a wealth of support and services including regular 121 supervision with their line manager.

  The Chair thanked officers for their engagement with the Sub-Committee

                 RESOLVED TO:

1.    Note the content of the presentation and information provided 

2.    That an update be provided to the sub-committee in six months on progress.