To consider any items which the Chair has agreed to have submitted as urgent.

Councillor Midgley was nominated to Chair the meeting. This was seconded and approved by the Board. 

Decision

Councillor Midgley be appointed Chair for the meeting.

To approve as a correct record the minutes of the meeting held on 26 January 2022.

HWB/22/07   Minutes

Decision

To approve the minutes of the meeting held on 3 November 2021 as a correct record.

The report of the Assistant Chief Executive is attached.

The Board received a report supported by a presentation from the Assistant Chief Executive presenting the delivery of the Our Manchester Strategy: Forward to 2025. The report also highlights progress made towards the ambitions for the city and the challenges faced. The four themes highlighted in the summary of the report are inclusive economy, inequalities, climate change and housing. The presentation provided further detail across each of the themes that make up the Our Manchester Strategy:

• A thriving and sustainable city
• A highly skilled city
• A progressive and equitable city
• A liveable and low-carbon city
• A connected city

In addition, Katy Calvin-Thomas, Manchester LCO, provided an update from the health and care sector that had included discussions with the Manchester Partnership Board. The Board had given its support to work together in addressing the issues that had been outlined within the report.

Member referred to wider determinants on health and social mobility of those on benefits and/or lower paid employment or unemployed and the impact of increases in prices and what could be done to address it and had social value provided a solution.

It was reported that partnership working was important to tackle these issues and the Work and Skills Strategy help support residents to find work. There are approximately 30,000 long-term out of work within the city that have been difficult to help move into work. Solutions would need partnerships to look at how that group could be targeted for the support needed for their conditions and to retain employment.

Director of Public Health reported that the report on the Marmot work would be submitted to the Board as part of the Work and Health Agenda focus on those suffering from long term conditions. Reference was also made to the Health and Wellbeing Advisory Board and future work topics for the Health and Wellbeing Board to consider and a report would be submitted to a meeting in the new Municipal Year.

A member referred to the Poverty Truth Commission and the importance of involving the people who are long-term unemployed in the journey to understand better their situation and try to support them into finding employment by providing them with employment opportunities. It was reported that partners have employed people with direct lived experience to support those in need. At this point it is only on a small scale and more work is needed to develop this.

The Board noted that as part of the work to achieve a real living wage city, the Council has endorsed the living wage for external providers from April 2022 for care homes and externally supported tenancies within Manchester.

Decision

1. To note the contents of the State of the City 2021 report.

2. To use the report to inform their work for 2022.

The report of the Director of Public Health is attached.

The Board considered a report of the Director of Health regarding the publication of the National Living Safely with Covid Plan on 21 February 2022. Over the past few weeks, the Director of Public Health, council colleagues and other partners have been developing the local Manchester Living Fairly and Safely with Covid Plan.

The report included a plan based on current understanding of national policy direction on Covid-19 and what the epidemiology (scientific study of Covid-19 and how it is found, spread and controlled) has provided. The plan has been approved by the Executive.

The Health and Wellbeing Board will have the responsibility to review the implementation of the plan during 2022/23 and the City Council and partners are committed to reviewing what has worked to date and learning from experiences so far.

The plan includes:

· Summary of our Covid-19 response so far

· Covid-19 Inequalities

· Epidemiology, including possible future scenarios

· National Living Safely with Covid-19 Strategy key information

· Building a shared understanding of what ‘living safely and fairly with Covid-19’ means for Manchester – our approach, what we will do and inequalities considerations

· Local Governance arrangements

· Our 12-point plan for Living Safely and Fairly with Covid-19 in Manchester

· Resource Requirements.

Decision

To note the report and plan.

The report of the Executive Director of Strategy (Manchester Health and Care Commissioning Group), the Executive Director of Workforce and Corporate Business (Manchester University NHS Foundation Trust), Deputy Chief Executive, (Greater Manchester Mental Health NHS Foundation Trust), the Director of Strategic Projects (Manchester University NHS Foundation Trust) and the Director of Inclusive Economy ( Manchester City Council) is attached.

The Board considered a joint report and received a presentation providing an overview of the North Manchester Strategy and an update on the health infrastructure developments that form part of the strategy, namely the reprovision of the Park House mental health facility and the North Manchester General Hospital (NMGH) site redevelopment. North Manchester Strategy is key to the delivery of these ambitions and seeks to achieve civic regeneration through investment and innovation in healthcare and housing and brings together three major planned infrastructure investments in the north of the city:

· The reprovision of Park House mental health inpatient unit on the North Manchester General Hospital (NMGH) site

· The redevelopment of the NMGH site, encompassing a redesigned and substantially rebuilt hospital; Wellbeing and Education Hubs; a ‘Healthy Neighbourhood’ with residential and commercial space; and a Village Green

· The development of 15,000 new homes (20% affordable), with improved connectivity and amenities at Victoria North.

The Chair invited questions from the Board.

Officers were asked if the provision of a hospice may be included within the proposed plans. Also, has consideration been given the patient flow within the new hospital to ensure that

It was reported that the inclusion of a hospice has been considered although more thought needs to be given to the potential uses of the current site. The issue of patient flow will be considered and best practice and new design will be picked up from other buildings with experience gained from dealing with covid. Reference was made to commitment being made to north Manchester and the ongoing improvements that will make a positive impact on the area and its residents. The limited space at the North Manchester A&E department and the innovative ideas to address the processing of patients arriving at the hospital have shown the resourceful way staff have adapted, however the new A&E must be fit for purpose to provide a successful flow for patients. The point was also made that the potential success of the site as an anchor development could positively impact on social regeneration as well as improving health outcomes in an area of the city that has suffered poor health outcomes for many years.

Decisions

1. The Board noted the report and presentation.

2. The Board endorsed the North Manchester Strategy.

The report of the Director of Public Health is enclosed.

The Board considered the report of the Director of Public Health regarding the review of the Health and Wellbeing Board following last review completed in 2018. Carol Brooks, was commissioned to provide an independent assessment and provide an independent perspective, regarding the current and future, purpose, position and function of the Board.

The Board received a statement from Carol Brooks who was commissioned to undertake the review work on the Joint Strategic Needs Assessment. The statement referred to the six key themes had been identified from the review (Style, Potential and Opportunities, Strengths, Position, Membership and Priorities. The responses received from individual interviews and a broader group discussion raised the following points:

·         a need to provide space for discussion and to explore themes in more detail.

·         The Board is considered to be transactional with an assumption that there is adequate engagement outside of meetings of the Board.

·         There are strong relationships within the Board which exist across that city and the changes brought about by covid have enabled the use of livestreamed meetings for further engagement.

·         The business processes used by the Board are seen as good.

·         Reference was also made to the position of the Board and how it sees itself and what it should be involved with and contribute on wider issues.

·         The membership of the Board was not seen as a priority although more focus could be given to strengthening the VCSE and patient voice, also clinical leadership input.

·         Accessing membership of the Board was considered with more clarity needed on functions and member induction.

·         Is the Board executive or non-executive.

The Director of Public Health reported that the next steps and keys actions to be taken will look at the interface with the Manchester Partnership Board. A proposed new sub-group will include membership of both Boards, to look at issues in greater detail. The establishment and format of the sub-group is being produced by legal services with the servicing to be provided by GSSU at Manchester Council. Work is ongoing to address the issue of including the patient voice and a more detailed induction process for all members.

The Chair invited questions from the Board.

Members referred to the function or the Board and what changes may be needed to make the Board more effective. Reference was also made to discussions in public and the use of closed sessions as a feature in the proposed new sub-group.

It was reported that suggestions raised in the engagement process had included the need to provide space for more transformation discussions away from a formal setting. The development of the Board will be introduced as part of the review of the governance.

The Board was informed that next steps and key actions will take place during April and June 2022 to help to inform the next stage of the review process.

Decision

The Board note the report and supported the next steps and key actions set out in section 4.

The report of the Director of Public Health is attached.

The Board considered a report of the Director of Public Health that provided a recap on the statutory responsibilities of the Health and Wellbeing Board in respect of the Joint Strategic Needs Assessment (JSNA) and summarised a number of recent updates to the JSNA topic papers on the mental health and emotional health and wellbeing of children and young people and on disabled people (Social Model of Disability). It also outlines a proposal to carry out a comprehensive review of the Manchester JSNA in 2022/23.

In introducing the report the Director of Public Health acknowledged the quality of the two reports referred to (Barriers Assessment Children and Young People / Adults and Older People and Assessment Children and Young People Mental Health) and the possibility of their inclusion in the work programme for the proposed new Sub-Group of the Board and Manchester Partnership Board.

The Board received an update from the Children and Young People’s Team on the report submitted.

The Board discussed the report and the importance of the work undertaken and the need to include the subject matter within the Board’s work programme to ensure the experiences and data acquired is retained and used in a practical manner to bring about change. 

Decisions

1. The Board noted the statutory responsibilities in respect of the Joint Strategic Needs Assessment (JSNA) and the recent updates to the JSNA topic papers.

2. That the Board support the proposal to undertake a comprehensive review of the Manchester JSNA in 2022/23.