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

Apologies for absence were received from Paul Northcott, Adult Safeguarding Board and Roy Linden, Devon and Cornwall Constabulary.  It was also reported that the Membership of the Board had changed, Simon Tapley would be taking the place of Adel Jones.  Simon gave his apologies for the meeting and was represented by Chris Winfield.

To confirm as a correct record the Minutes of the Health and Wellbeing Board held on 6 March 2025.

The Minutes of the Health and Wellbeing Board held on 6 March 2025 were confirmed as a correct record and signed by the Chairman.

To consider a report on the above.

The Strategic Commissioning Manager informed the Board that Torbay Better Care Fund (BCF) Plan had been submitted in line with national timelines and requirements. Torbay’s plan received approval from the regional BCF panel, progressed to the national panel where it has also been endorsed. The Torbay Better Care Fund Plan was being presented to Torbay Health and Wellbeing Board in-line with national requirements. The Health and Wellbeing Board was responsible for the oversight of the BCF and was accountable for its delivery.

Resolved by consensus:

1)    that the 2024 - 25 End of Year Report be noted; and

2)    that the Torbay Better Care Fund Plan 2025 – 26 be approved.

To consider a report on the 2025 to 2028 update of the Pharmaceutical Needs Assessment.

The Board received the updated Pharmaceutical Needs Assessment (PNA) for the period 2025 to 2028. The PNA was a statutory requirement under the Health and Social Care Act 2012 and provided a comprehensive assessment of pharmaceutical service needs across Torbay.

The Board was informed that the PNA had been developed collaboratively through the Devon-wide PNA Steering Group, ensuring consistency across Plymouth, Devon, and Torbay while incorporating locally relevant data. Partners included Torbay Council, Devon County Council, Plymouth City Council, NHS Devon ICB, NHS South West Collaborative Commissioning Hub, Community Pharmacy Devon, and the Devon Local Medical Committee.

The PNA identified no existing gaps in pharmaceutical services, despite the number of pharmacies in Torbay decreasing from 31 in 2021/22 to 28 in 2024/25 due to closures and consolidations which was also a comparable number of pharmacies per capita to the national average.

The assessment identified three potential gaps should specific pharmacies close or reduce hours:

·         limited evening and weekend pharmacy access, particularly affecting Paignton and Brixham.

·         closure of the Foxhole pharmacy in Paignton would impact accessibility for residents in highly deprived areas.

·         Brixham had only one pharmacy with core Saturday hours; its closure could result in reduced access for vulnerable populations.

Members sought an explanation of the process should there be such a request to reduce hours, merge or close any pharmacy.

Resolved by consensus:

That the Torbay Pharmaceutical Needs Assessment for 2025-28 be approved and published on the Torbay Council website.

To note a report on the 2025/26 update of the Joint Strategic Needs Assessment (JSNA).

The Board noted the 2025/26 update of the Joint Strategic Needs Assessment (JSNA), which provided a comprehensive overview of population health and wellbeing across Torbay.  The JSNA helped local leaders to work together to understand and agree the needs of the local population. JSNAs, along with health and wellbeing strategies enabled commissioners to plan and commission more effective and integrated services to meet the needs of the population.  Local Authorities and Integrated Care Boards had equal and explicit obligations to prepare a JSNA, under the governance of the Health and Wellbeing Board.

To provide input into the development of the Joint Health and Wellbeing Strategy.

Members were advised that the Torbay Joint Health and Wellbeing Strategy was due to be reviewed.  The review would be undertaken concurrently with Devon County Council, producing two separate strategies but aligning priorities where there was commonality.  The strategy would retain the overarching principle of improving the health and wellbeing of Torbay’s population by addressing the most pressing local needs through collaborative action by setting out shared priorities for improving health and wellbeing across Torbay, responding to the findings of the Joint Strategic Needs Assessment (JSNA), which highlights the health challenges and inequalities in the area, thereby guiding local authority and NHS partners, in delivering coordinated and impactful services.

Members were advised that the strategy would identify 3 priority action areasfor shared delivery across the Health and Wellbeing Board and partners with the Local Care Partnership.

The Board provided the following challenge for consideration when developing the strategy:

·         do we define community as ‘a partner’?  What is the relationship with the community, how do we get people to take ownership of their own health and wellbeing if don’t make them part of it. 

·         how do Joint Health and Wellbeing Strategies start feeding and building ‘place’.  How do we try and influence regeneration so that it is mindful of the wellbeing challenges we have.

·         how do we influence the health and work agenda, recognising that it is not just about finding work but supporting and maintaining those with ill health in work to secure longevity. 

·         how are outcomes measured.  If the strategy is being co-produced ask those co-producing with how they would want outcomes to be measured.

A position statement on the programme describing next steps and opportunities to influence the forward action plan.

The Board noted an update on the Turning the Tide programme, which had been developed in line with Marmot principles to address poverty and health inequalities in Torbay. The programme had evolved in 2022/23 to respond to cost-of-living pressures, focusing on key drivers such as food, fuel, employment, and housing.

On 3 February 2025, a workshop was held with the Council’s Senior Leadership Team which explored data on inequalities and social mobility. Members reviewed strengths, weaknesses, opportunities, and threats, and identified priority areas for action in 2025/26.

The programme’s aim was reaffirmed as “breaking the cycle of poverty and promoting social mobility.”  Young people and families were identified as a priority group.  Initial action areas included:

·         supporting people back into work, including those with long-term health conditions;

·         providing budgeting advice and support to care-experienced young people;

·         promoting disability-confident employers; and

·         improving housing conditions for individuals with chronic health issues or post-hospital discharge.

A dashboard was under development to monitor indicators such as housing support referrals and food bank usage.