Agenda and draft minutes
Health and Wellbeing Board - Wednesday, 22nd January, 2020 10.00 am
Venue: Council Antechamber, Level 2, Town Hall Extension, Manchester, M60 2LA
Contact: Andrew Woods
To approve as a correct record the minutes of the meeting held on 30 October 2019.
The minutes of the meeting held on 30 October 2019 were submitted for approval.
The Chair commented on minute number HWB/19/36 - Annual Reports of the Safeguarding Children and Adults Boards, with reference to publicity regarding child protection during 2004/05. Reference was made to the work being undertaken by the Council and Greater Manchester Police over the past two years, following concerns raised following a television programme broadcast in 2017. The Council Chief Executive and other Senior Management Team Officers had initiated a review of files in conjunction with GMP and then initiated a joint operation in April/May 2018. This was to identify victims involved and to offer and provide help and support resulting from of their experiences. Also, an operation was put in place to identify and pursue perpetrators and this operation is ongoing. Contact has been made with all but one of the identified victims. GMP are continuing to pursue the perpetrators and have so far made two arrests. The Council’s primary interests will be the ongoing support of victims as well as pursuing the perpetrators. Councillor Craig (Executive Member for Adult Health and Wellbeing), Paul Marshall (Strategic Director of Children’s Services) and Bernadette Enright (Director of Adult Social Services) have all been involved in the operation.
The Chair also referred to minute number HWB/19/33 - North Manchester Strategy and reported that the Strategic Board concerned with the site development at North Manchester General Hospital (NMGH) had met twice and finalised a master plan for the site. The strategic case is due to be submitted to NHS England in January 2020 with a business case being finalised by November 2020. The Board was informed that major progress has been made on the preparations for the site. Furthermore, agreements on changing management arrangements at NMGH and other hospitals in the Pennine Acute Trust have been agreed on and will be initiated from 1 April 2020. From April 2020, Oldham, Rochdale and Bury will continue to be managed by Salford Royal NHS Foundation Trust and NMGH will be managed by Manchester Foundation Trust. This will give added certainty to staff and also further security regarding what the future is for these establishments. The Chair also made reference to the master plan for the NMGH site and the inclusion on the site for a psychiatric hospital.
1. To agree as a correct record, the minutes of the meeting of the Health and Wellbeing Board held on 30 October 2019
2. To note the update in respect of the above additional comments concerning HWB/19/36 - Annual Reports of the Safeguarding Children and Adults Boards.
3. To note the update in respect of the above additional comments concerning HWB/19/33 North Manchester Strategy
The report of the Executive Director of Strategy, Manchester Health and Care Commissioning is enclosed.
The Board considered the report of the Executive Director of Strategy, MHCC which described the approach to developing the Manchester Locality Plan Refresh. This had been submitted to the Greater Manchester Health and Social Care Partnership Team (GMHSCP), as a draft on 29 November 2019.
The Locality Plan Refresh had been produced within the context of a maturing health and social care system, responding to both the GMHSCP Prospectus (March 2019) and the requirements of the NHS Long Term Plan. It also took account of success to date, and the need to ensure a continued focus on integrated working to achieve better health outcomes for people and build a financially sustainable health and care system in Manchester.
The Locality Plan Refresh reaffirms the ambition to create a population health system that put health at the heart of every policy, across the full spectrum of public services, improving health and care outcomes for the people of Manchester, whilst ensuring financial sustainability.
The Director of Strategy, MHCC gave a brief presentation using sections of the Manchester Locality Plan 2019/20 Refresh and stated that, once the final draft is agreed, the Manchester Locality Plan 2019/20 Refresh will be available for the public to view online.
The Strategic Director of Children’s Services welcomed the focus of the Locality Plan on Children’s Services and suggested that it would be helpful for the Children’s Board to receive the Plan to allow the Board to engage with the Children’s Partnership to ensure the plan includes the work coming through the Partnership.
The Chair endorsed the forwarding of the Locality Plan to the Children’s Board and suggested that in the new Municipal Year, the Health and Wellbeing Board takes the opportunity outside of a formal meeting setting to look at and consider its role as an accountability body for the next five-year period.
1. To approve the final version of the Manchester Locality Plan Refresh 2019/20.
2. To forward the Manchester Locality Plan Refresh to the Manchester Children’s Board.
3. To request officers to arrange for the Board to meet in the new Municipal Year to consider its accountability role for the next five-year period.
The report of the Director of Social Services is enclosed.
Consideration was given to the report of the Director of Adult Social Services, concerning an overview of progress made by Manchester Local Care Organisation (MLCO) against agreed winter planning priorities. The Deputy Director of Adult Social Services and the Chief Executive (Manchester Local Care Organisation) also addressed the Board on the report.
The report set out the progress that MLCO had made in delivering against agreed winter planning priorities to support the people of Manchester to receive the right care and support, in the right place and in a timely manner.
The priorities were as follows:
• Establishment of a Control Room;
• Fully mobilise integrated discharge arrangements/teams;
• Roll out of discharge to assess;
• Market stabilisation; and,
• Data driven decision making.
The report also detailed how the partnership approach brought together key health and social care resources and included commissioners, primary care, mental health providers and acute providers. The paper described the work that had been, and continues to be undertaken in conjunction with the three hospital sites in Manchester: Manchester Royal Infirmary; Wythenshawe; and North Manchester General Hospital.
The Director of Adult Social Services referred to work that had been done on Homelessness and those affected. It was reported that eight posts had been established to help support homeless people in hospital and ten temporary properties had been secured on Dalbeattie Street to enable permanent accommodation to be arranged. This arrangement had helped with avoiding hospital admissions for vulnerable service users with medical care needs.
The Chair commented that taking purely clinical approaches to certain issues is not always the best use of available health services and stated that over 80% of solutions to health improvement are non-clinical and with regard to homelessness it is both a cause of poor health and also a consequence of poor health and should be viewed in that context.
Board Members asked officers what the rate of discharge and readmission had been over the Christmas period. The comment was also made that it is important for an interim local approach for discharge arrangements with care providers to be in place in view of the Primary Care Network service consultation and the likely time to be taken for a national response to be made.
It was reported that figures on hospital discharge and readmissions were not yet available but will be circulated to Board Members. It was reported that the arrangements for discharge had been referenced in the report and an assurance was given that work is ongoing for an agreed set of standards for discharge arrangements.
A Board Member reported that Healthwatch had monitored the issue of inability of emailing patient records to care homes for the reason that there was no NHS email address and raised that this was still ongoing across the city. An assurance had been given that the issue would be addressed at the start of the year and would be monitored later in the year. The Director of Adult Social Services undertook to look into ... view the full minutes text for item 3.
The report of the Director of Workforce and Organisation Development, Manchester Health and Care Commissioning is enclosed.
Consideration was given to the report of the Director of Workforce and Organisation Development, Manchester Health and Care Commissioning, concerning an overview of the living wage accreditation status of Board partner organisations. Accreditation as living wage employers and promotion of the real living wage to partners and suppliers has contributed to the development of a progressive and equitable city. The report set out various organisations that have achieved accreditation, namely Greater Manchester Mental Health NHS Trust (GMMH), Manchester City Council (MCC), Manchester Health and Care Commissioning (MHCC)/Manchester Clinical Commissioning Group (MCCG), Manchester University NHS Foundation Trust (MFT) and Manchester Local Care Organisation (MLCO), and looked at areas for further collaboration around community and residential care, grant funding and personal/health budgets. Further to this, the Board considered an area of focus over the next year around how this will be delivered within MLCO over the coming year as the biggest identified area of overlap sits within the MLCO remit.
The Chair commented that employers paying the living wage is one aspect of good employment and a good employer, however more could be done by employers such as engaging with the Greater Manchester Good Employment Charter as a means of achieving good employment and in doing so supporting good health.
1. To note the progress made to date.
2. To commend the report to the respective partner organisations on the Board to continue to develop their individual real living wage accreditation plans and encourage the organisations to collaborate to support the development of high quality, integrated community and residential services.
3. To commend the report to the eighty-seven constituent GP Practices across the city.
The report of the Director of Population Health is enclosed.
Consideration was given to a report of the Director of Population Health that provided a final draft of the Manchester Suicide Prevention Plan 2020 - 2024. This was the second plan which built on the 2017-19 plan and had been developed in collaboration with a range of partners including people affected by suicide.
The Board noted that the Manchester Suicide Prevention Plan 2020 – 2024 would be formatted and available on the Council website from March 2020.
Councillor Midgley, Chair of Manchester Suicide Prevention Partnership, addressed the Board and informed the Board on the work of the Partnership which included the development of free training for school nurses and other health care staff across the city and further links with the Coroner for improved data. Reference was made to the refreshed plan which built on the model from the 2017-19 plan and incorporated:-
• learning from local evaluation;
• feedback from a Greater Manchester Peer review exercise;
• a wider stakeholder event involving a range of partners and people with lived experience;
• a learning circle on children and young people’s suicide led by Population health on behalf of Manchester Safeguarding Partnership;
• feedback from Health Scrutiny Committee (October 2019);
• discussions with the Manchester Suicide Prevention Partnership.
A Board Member referred to mental health services being provided through other means with the example given that university students were being supported through their university rather than engaging with mainstream mental health services. Reference was also made to the need to recognise high school age children and the work of CAHMS Transformation Plan.
The Executive Member for Adults commented that the Plan is a good example of listening to the people of Manchester and putting the ideas and concerns received into policy and practice. In acknowledging the work of the Suicide Prevention Partnership it was noted that the Suicide Prevention Plan was distinct from other schemes but is not the only plan available. Other support and provision is available through broader integrated mental health services in the city. The Board was also informed that a large scale piece of engagement work will be taking place during the year which will involve the Council, MHCC and GMMH speaking to Manchester people for views on accessing and supporting good mental health.
A Board Member made the point that following the completion of suicide it was important identify, protect and support family members, friends and wider community affected.
The Chair thanked Councillor Midgley for attending the meeting and noted her work as Mental Health Champion Lead for the Council.
To approve the Manchester Suicide Plan and support its implementation.
The report of the Director of Population Health is enclosed.
Consideration was given to the report of the Director of Population Health. The Health and Wellbeing Board has the responsibility for producing the Pharmaceutical Needs Assessment (PNA). The PNA Steering Group has been leading the development of the next PNA for 2020-2023 on behalf of the Board. The National Health Service (Pharmaceutical and Local Pharmaceutical Services) Regulations 2013 require the Health and Wellbeing Board to consult on the content of the PNA for minimum of 60 days. The Health and Wellbeing Board previously agreed to the commencement of the consultation in August 2019. The report included an Executive Summary of the final draft of the PNA.
The Chair commented that there appeared to be sufficient pharmacies across Manchester to meet need across the city and asked officers to comment on the enhancement of pharmacy services.
It was reported that complaints had been received on the number of pharmacies in the city which is being addressed and has involved investment to develop, pilot and improve the services offered by community pharmacies.
To approve the final report for publication.