In the absence of the Chair, Councillor David Thomas and the Vice-Chair, Karen Barry, Councillor Tranter was elected Chair for the meeting, in accordance with Standing Order H3.2.

To receive any apologies for absence, including notifications of any changes to the membership of the Committee.

Apologies have been received from Councillor David Thomas, Karen Barry, Paul Northcott, Simon Tapley who was represented by Chris Winfield and Roy Linden who was represented by James Stock.

An apology for absence was also received from Pat Harris.  Pat had also advised that she is retiring from Healthwatch in September and this would have been her final meeting.  Therefore, on behalf of the Health and Wellbeing Board, the Chair formally thanked Pat for her valuable contribution to the Board.  Sarah Lonton was representing Pat and will be the Healthwatch representative on the Board for the foreseeable future.

To confirm as a correct record the Minutes of the Health and Wellbeing Board held on 5 March 2026.

The Minutes of the Health and Wellbeing Board held on 5 March 2026, were confirmed as a correct record and signed by the Chair.

There were interests declared.

To receive an update on the Joint Strategic Needs Assessment (JSNA) 2026/2027

The Board considered a report and presentation on the Joint Strategic Needs Assessment (JSNA) for 2026/27.  Members noted that the JSNA provides a comprehensive overview of current and future health and wellbeing needs across Torbay, including demographic trends, deprivation, health behaviours and demand for services.

The Board acknowledged the significant challenges identified within the report, including health inequalities across the area, an ageing population and increasing demand for adult social care services.  Members discussed the importance of ensuring that the findings of the JSNA are communicated effectively to elected Members and the wider community, including through ward-level information and engagement with local groups.

Members also emphasised the role of Members in championing key messages arising from the JSNA and supporting improved public understanding of the issues.

Resolved (by consensus):

That the Joint Strategic Needs Assessment (JSNA) 2026/27 be endorsed.

To receive a verbal update on the Joint Health and Wellbeing Strategy.

The Board noted a verbal update on the Joint Health and Wellbeing Strategy. Members were advised that the Strategy had been adopted by Council in May 2026 and reflects a shared ambition to improve health outcomes and reduce inequalities across Torbay.

The Board discussed the importance of maintaining a broad focus on health, including the wider determinants, and ensuring that the Strategy continued to complement emerging neighbourhood planning arrangements.  Members also noted that delivery would be monitored through a series of focused spotlight sessions on key priorities during the year.

To receive a report on the Torbay and South Devon NHS Foundation Trust Strategy.

The Board received a presentation on the Torbay and South Devon NHS Foundation Trust - Our Strategy, which set out the organisation’s long?term vision, including a series of “signature moves” intended to support service transformation over the next ten years.  Members noted that the Strategy was supported by a number of key enablers, including workforce development, digital innovation and partnership working, and places a strong emphasis on integration, collaboration and the delivery of coordinated, person?centred care.

During discussion, significant concerns were raised regarding the alignment of these ambitions with the recent decision to disband the Integrated Care Organisation (ICO) arrangements.  The Board expressed the view that the dissolution of the ICO represents a fundamental change to the way in which Adult Social Care Services have historically been integrated within Torbay.  Members highlighted that the ICO model had been a longstanding and nationally recognised approach to integrated care, and that its removal creates a clear tension with the Strategy’s stated aim of strengthening integration across health and social care services.

Members questioned how the Trust intended to maintain and develop integrated working in practice in the absence of the ICO framework, and whether the Strategy fully reflects the implications of these structural changes.  It was suggested that failure to explicitly acknowledge this shift risks undermining the credibility of the Strategy and its vision for partnership working.  The Board also raised concerns that, without clear alternative arrangements and governance structures, there was a risk that integration could become more fragmented.

The Board discussed the practical implications of these changes, including the potential impact on relationships between organisations, service delivery, workforce arrangements and outcomes for residents.  In this context, Members also considered the impact of digital transformation, including the use of artificial intelligence, particularly in relation to workforce implications and the need to ensure appropriate opportunities for training, development and transition.  Concerns were raised regarding the need for stronger recognition of carers within the Strategy, as well as the importance of continued engagement with frontline staff and local communities.

Further discussion highlighted issues relating to capacity and workforce resilience, alongside the importance of investment in and partnership with the voluntary sector.  Members emphasised the need for transparency within the Strategy, including clear recognition of the changing system context, and the importance of articulating how integration will be delivered going forward.

The Board acknowledged that the Strategy would continue to evolve and that further work would be required to ensure alignment with local partnership arrangements.  Members requested that the issues raised be given further consideration, and that progress be kept under review.

Resolved (by consensus):

That the Adult Social Care and Health Overview and Scrutiny Sub-Board reconsiders it’s work plan in the context of this Strategy.

To receive a report on Torbay Better Care Fund End of Year review and Annual Plan for 2026/27.

The Board considered a report on the Better Care Fund (BCF), including the end of year position for 2025/26 and the Annual Plan for 2026/27.

During discussion, Members considered the importance of incorporating lived experience into performance measures and outcomes.  Concerns were raised regarding the extent to which prevention, including areas such as falls prevention, was reflected within future plans.  It was also noted that further work was required to understand why investment had not yet consistently translated into improved outcomes, and how this could be addressed.

Resolved (by consensus):

1)    that the Torbay Better Care Fund 2025 – 2026 End of Year report be approved;

2)    that the Torbay Health and Wellbeing Board note the Annual Plan for 2026 - 2027 report and strategic direction for greater alignment with Neighbourhood Health developments;

3)    that the Torbay Better Care Fund Plan 2026 – 2027 be approved; and

4)    that Adult Social Care and Health Overview and Scrutiny Sub-Board be requested to consider the Better Care Fund evaluation.

To receive a report on Neighbourhood Development.

The Board noted a presentation on the development Neighbourhood Health Plans, which set out the vision, principles and approach to developing neighbourhood-based working across Torbay.

Members noted that Neighbourhood Health Plans were intended to enable a more integrated and preventative model of care, delivered through collaboration between health, social care, voluntary sector and community partners.  The approach focused on organising services around defined local populations and strengthening multidisciplinary working to better meet the needs of residents.

The Board heard that Neighbourhood Health Plans would provide a key mechanism for delivering improved outcomes, including reducing health inequalities, supporting earlier intervention and prevention, and enabling people to remain independent for longer within their communities.  It was further noted that this approach aligned with the Joint Health and Wellbeing Strategy and emerging national policy direction on neighbourhood health.

The presentation highlighted that neighbourhood working would build on existing local partnerships and assets, including primary care networks, community services and voluntary sector provision.  Members were advised that the development of Neighbourhood Health Plans would be incremental, with ongoing testing and learning to refine models of delivery over time.

During discussion, Members emphasised the importance of ensuring that Neighbourhood Health Plans remained rooted in local communities and reflected the needs, strengths and priorities of residents.  The Board highlighted the need for meaningful engagement with communities, frontline staff and partners to support co?design and ensure that services were responsive and accessible.

Members also discussed the need for clarity around governance arrangements, accountability and how partners would work together to deliver shared outcomes.

The Board welcomed the progress made to date and acknowledged that Neighbourhood Health Plans represented a significant opportunity to reshape services and improve health and wellbeing outcomes across Torbay.