Agenda and minutes

Care, Health and Wellbeing Overview and Scrutiny Committee - Tuesday, 2nd March, 2021 1.30 pm


Contact: Helen Conway email 

No. Item


Minutes pdf icon PDF 318 KB

The Committee are asked to approve the minutes from the last meeting, held on 8 December 2020.


The minutes of the meeting held on 8 December 2020 were agreed as a correct record.


Impact of COVID- 19 pdf icon PDF 222 KB

Report and presentation of the Strategic Director, Care, Wellbeing and Learning


The Committee received a presentation and update on COVID-19, which set out the current position, the challenges facing Gateshead Health and Care System Leaders and the steps going forward.


The Committee wished the place upon record their thanks to all the staff who had stepped up during the Pandemic.


The Committee also requested that an update be provided on how the NHS is coping and what pressures on beds/cancelled operations and staff have been faced during the pandemic.


RESOLVED - That the information be noted.


Delivering Thrive - a New Performance and Management Framework pdf icon PDF 138 KB

Report and presentation of the Strategic Director, Resources and Digital


The Committee received a report and presentation setting out the proposed approach to performance management and improvement following engagement.


The Committee were advised that the Council’s current performance framework has been in place for several years and has evolved over time. There is a need to develop a new framework that better reflects the priorities of the Council and which enables it to manage performance and demonstrate delivery against Thrive priorities, and also needed to be able to respond to the impacts of COVID-19 and the future shape and role of the Council.


Engagement has taken place with members and officers across the council and members will receive an overview of the outcome of engagement however key comments made so far include:


·        Thrive was the overarching policy for the framework supported by the Health and Wellbeing Strategy with a strong emphasis on tackling inequalities.

·        The framework should provide members with a tool to challenge and scrutinise how priorities are being delivered and their impact.

·        To be used to inform decision making about interventions and resource deployment

·        Consider how to draw on and make best use of existing data ensuring this is robust and accessible to a range of audiences.

·        Must be meaningful to all employees being clear on how everyone contributes to Thrive.

·        Analysis is a key element with interpretation of the data with qualitative

·        A greater emphasis on inequalities was needed to understand the areas of greatest need and whether we are closing the gap.

·        Highlighting both areas for improvement as well as achievements

·        Presentation a step forward but could be clearer still

·        Greater engagement of partners as this develops


Committee were advised that this has been used to inform development and refine the new framework. Further engagement is also planned as, crucially, part of the new approach will include review and reflection and continued engagement will be a key feature of this.


Committee were advised that the purpose of the new Performance Management Framework is to:


·        Enable the Council to know whether it is achieving its priorities (Thrive Policy)

·        Ensure that the Council’s resources are being deployed effectively

·        Make both short and long term effective decisions

·        A whole systems approach – embedded in our partnership working to deliver the Health and Wellbeing Strategy


The new approach will be firmly based on Thrive, but framed within the Health and Wellbeing Strategy and the six policy objectives, which aim to address inequalities in Gateshead. This will also help to ensure that resources are being deployed in the areas that matter to local people.


Implementation is envisaged to be from April, though will be an iterative process recognising that the new approach requires change including greater ownership corporate performance across the organisation and empowerment of employees to drive improvement and better outcomes.

The Committee received a presentation setting out the outcome of the engagement to date and the revised draft framework.




That the information be noted



That further updates be provided in due course



Work Programme 2020-21 and Development of Work Programme for 2021-22 pdf icon PDF 129 KB

Report of the Chief Executive and the Strategic Director Corporate Services and Governance

Additional documents:


The Committee received a report which set out the current work programme for Care, Health and Wellbeing OSC for the municipal year 2020-21 and the current position/next steps in the development of the work programme for this OSC for the municipal year 2021-22.


The Committee were advised that as a result of the uncertainties arising in relation to Covid-19 pandemic, along with the pressures on services that this brought and having regard to the Council’s approach to the development of a new performance framework, a more flexible approach was adopted for scrutiny in 2020-21.


This approach recognised the demands  on services and the Council as a whole but, at the same time, has ensured that we have been meeting our statutory obligations to provide an effective scrutiny function and scrutiny has concentrated on delivering work that is of genuine value and relevance to the work of the wider council.


The work of this OSC was refocused on the current Covid-19 related priorities and the impacts of that alongside a couple of other priority issues for the Council/partners which are already being progressed elsewhere to avoid placing any additional burdens on service areas and a reduced programme of meetings was agreed.


The Committee were advised that the current work programme was attached as Appendix 1 to the report and any changes to the programme have been highlighted in bold and italics for ease of identification.


The Committee were also advised that at its December 2020 meeting the OSC acknowledged that the ongoing uncertainties relating to the Covid-19 pandemic, the lack of clarity on the outlook for local government finance alongside the strong possibility that OSC meetings will continue to need to be held remotely for some time to come, meant that the approach to developing the OSC work programme for

2021-22 was likely to have to be similarly flexible and proposals were likely to be indicative.


It was also noted  that a continued focus on the impacts of the Covid-19 pandemic in some form or another would be likely to be a major area of focus for the OSC’s at key points during 2021-22.


Committee were advised, with this in mind, an initial consultation with OSC Chairs and other elected members and officers on the proposed priority issues for the new work programmes for 2021-22 was carried out between 1 and 15 February 2021.


It was highlighted that any suggestions for the work programme should focus on priority issues that would support the Council’s Thrive agenda and add value, taking account of the five priority areas outlined in the budget consultation, the development of the Council’s new Performance Framework; the Gateshead Strategic Needs Assessment and the Council’s Health and Wellbeing Strategy.


At this OSC meeting there will be an opportunity for the OSC to comment on/discuss emerging issues for this OSC/put forward additional issues for consideration.


Subsequently, in line with usual practice, partner organisations will be consulted on the emerging issues for each OSC for 2021-22 with a view to  ...  view the full minutes text for item CHW191