To agree as a correct record the minutes held on 22 October 2024

Decision

To approve the minutes of the meeting held on 22 October 2024

Report of the Deputy Place-Based Lead attached

The Deputy Place Based lead reported that on 30 January 2025, NHS England (NHSE) issued the national priorities and planning guidance for 2025/26.  The Government mandate set out a reduced number of national priorities for 2025/26.  NHSE stated that  the intention behind this was to give local systems greater control and flexibility over how funding was deployed to best meet the needs to their populations.

2025/26 was to be treated as a ‘financial reset’, with systems developing plans that were affordable within the allocations set, whilst exhausting all opportunities to improve productivity and tackle waste.  The funding envelope remained extremely tight and although the autumn Budget saw over £22bn in additional funding made available to the NHS over the coming two years, this was largely taken up by funding existing pay growth and service pressures

NHS GM was working with the NHSE regional and national teams to bring together the GM-level plan. The ICB had agreed a non-recurrent system deficit support allocation of £200m with NHSE for 2025/26. The ICB was engaged in a process of analysing the detailed financial guidance issued by NHSE, and had stated that while it was too early to judge the deliverability of achieving a maximum £200m system deficit in 2025/26, it would be challenging.    Whilst final confirmation of Manchester’s control total as a locality had not yet been confirmed, the assumption was that there would be a 5% reduction in programme spend, equating to a reduction of £12-18m for Manchester.

In terms of positive news, a huge amount of work had been going on around mental health, out of area placements.  Whilst mental health pressures remained  significant issue for Manchester, there had been real progress in terms of the numbers of mental health out of area placements, equating to a reduction of about 75% in those since the 1 April 2024.  The next stage around all of this was ensuring that there was the right commissioned capacity within the community around mental health and linking that into the Council’s neighbourhood approach.  In addition, the Care Closer to Home programme was getting underway and there would be an urgent emergency care system collaborative planned for 5 March 2025, which would be the formal launch date of this programme.

The Acting Deputy Chief Executive (Manchester Foundation Trust) welcomed the good start that had been made with the Care Closer to Home Programme, noting that there was further work to be done by all partners collectively to really deliver the benefits.

The Director of Strategy and Partnerships (Greater Manchester Mental Health) commented on the strong partnership approach around addressing mental health out of area placements but noted that there was still more work to be done so that people could be supported back into their communities to recover.

The VCSE representative commented on the VCSE system pressures and suggested whether it would be appropriate to include some information in the system pressures paper and the slides around some of the specific issues for the BCSFB.

Decision  ...  view the full minutes text for item 2.

Report of the Chief Executive, Manchester University NHS Foundation Trust, Chief Executive, Greater Manchester Mental Health NHS Foundation Trust, Deputy Place Based Lead (Manchester) and Strategic Director (Growth and Development) attached

The Board considered a report that set out the progress that was being made with progress against the healthcare-led infrastructure developments at North View and North Manchester General Hospital (NMGH) and the key partnership work that was taking place under the banner of the strategy.

North View was Greater Manchester Mental Health NHS Foundation Trust’s new £105.9m state of the art adult mental health inpatient hospital, located on the NMGH site. Becoming filly operational on 18 November 2024, North View would significantly improve patient privacy and dignity, providing 150 single en-suite bedrooms provided over nine single sex wards, including a purpose-built Psychiatric Intensive Care Unit (PICU), six adult acute wards for female and male adults, one female older adults ward, one male rehabilitation ward and a treatment suite that supports research and innovation studies.  In addition it would provide an assessment suite, specifically for people needing a place of safety and assessment under Section 136 of the Mental Health Act and a variety of internal activity areas and multiple outside garden spaces, specifically designed to enhance the environment and aid recovery.

Since opening, North View was already having a profound impact on the delivery of care. In the short period since opening, and utilising comparable data to Park House, the number of incidents and patient interventions had reduced by 54% month-on-month and was expected to significantly reduce the average patient length of stay and subsequently reduce out of area placements.  In addition, and despite opening only recently, North View had been shortlisted for the Greater Manchester Chamber of Commerce Building of the Year award, a prestigious accolade, recognising a building’s contribution to Greater Manchester in terms of construction and development.

In terms of the redevelopment of NMGH, on 20 January 2025 the Secretary of State for Health and Social Care announced the outcome of a review of the New Hospital Programme.  This stated that NMGH would be part of wave one of the refreshed New Hospital Programme. The projects in this wave had construction start dates spanning 2025 to 2030 and the Secretary of State confirmed that the Trust should expect construction at NMGH to commence within the date range of 2027 to 2028.  The written announcement confirmed a budget range for the NMGH scheme of £1bn to £1.5bn.

This was a significant milestone for patients, staff, and the community. The hospital build would not only transform local healthcare with a world-class facility to treat patients, but it would also unlock the wider site master plan, which would support social and economic regeneration and help tackle many of the causes of ill-health such as housing, skills, and employment opportunities for communities across North Manchester.   Following the announcement, the Trust was working with the New Hospital Programme to define the roadmap to 2027 to 2028 and to progress the next stage of site enabling works at pace.

In terms of the wider partnership work progressing through the North Manchester Strategy, a range of partnership activity that supported the spatial and service  ...  view the full minutes text for item 3.

Report of the Deputy Place-Based Lead attached

The Board considered a report which set out the NHS GM Sustainability Plan which had been developed based on the recognition that system sustainability rested on addressing the challenges faced across finance, performance and quality, and population health - and the relationship between these.  The Plan aimed to show both how the system returned to financial balance through addressing the underlying deficit and secured sustainability through addressing future demand growth and implementing new models of care.

A population-based approach to developing the plan set out the current and future pattern of demand and associated costs attributable to Non-Demographic Growth (NDG), quantified the opportunities to improve population health, and set out the immediate priorities to inform phasing and sequencing of these opportunities over time.

The plan was predominantly focused on the reducing prevalence and proactive care Pillars of the GM plan, although it does include a read across where relevant to the reform of acute services (eg.as part of the Care Closer to Home programme).  Significant programmes of work were in place against the MPB key areas of focus related to Mental Health, neighbourhoods, long term conditions management and other prevention programmes including primary care and public health.

Programmes/commissioned services had been included where leads anticipated that activity would reduce system costs, reduce the burden on secondary care, deliver more activity in community or primary care, or reduce the prevalence of health conditions or costs associated with them through more preventative and effective care. The plan also included existing 2024/25 work programmes and those planned for 2025/26 as identified through the locality’s commissioning intentions.

The Plan had also been developed within the context of the 2025/26 NHS Planning Round. This indicated a tight settlement within a constrained fiscal context.  For the locality, planning assumptions were that this would mean no growth in funding for 2025/26, with an expectation that a 5% Cost Improvement Plan (CIP) would be achieved.  In addition to that, those Cost Improvements either not achieved in 2024/25, or achieved non-recurrently, would be added to the CIP total.

Taken together, this equated to a net reduction in programme funding for the locality of £12-18m on an overall programme budget of c£170m. This sat within a wider context of continued funding pressures across the partnership, including on other NHS bodies and on local government.  Achieving a reduction in spend on this scale would require a full review of NHS-funded services within Manchester.  There would be some savings that could be delivered through transformation and efficiency, however a cost reduction on this scale, and at this pace, was highly likely to require a reduction in the delivery of services next year.

It was reported that work was proceeding at pace to develop options for 2025/26 as part of the planning process.  This wouild bring together the transformation ambitions set out within the sustainability plan, with the immediate financial pressures apparent as part of the 2025/26 planning round.  These would be presented back to MPB at the next meeting for review.

Decision  ...  view the full minutes text for item 4.

Report of the Deputy Place Based Lead attached

The Board received a report of the Deputy Place Base Lead which set out the purpose and role of the Manchester Quality and Clinical Effectiveness Group (MQCEG).

MQCEG formed a key element of the governance structure for both Manchester locality and NHS GM.  The MQCEG was a blending of the previous Manchester System Quality Group and Manchester Clinical Effectiveness Group.  The blended meeting would report and escalate into the Manchester Partnership Board (MPB), with parallel routes of reporting as an agreed subgroup for Quality into the GM System Quality Group (GMSQG) and as an agreed subgroup for Clinical Effectiveness into the GM Clinical Effectiveness and Governance Committee.

The MQCEG would be the ongoing locality forum of the Manchester system bringing oversight and assurance of the many facets of Quality and Clinical Effectiveness which were represented by the shared accountability between NHS GM Chief Nurse Officer (CNO) and Chief Medical Officer (CMO).

The revised terms of reference for the MQCEG were included for ratification by the Manchester Partnership Board.

Decision

The Board note the report and agree the revised terms of reference for the MQCEG

Report of the Deputy Place Base Lead attached

The Board received a report which provided an update on the matters discussed at the Delegated Assurance Board meetings held on 4 December 2024 and 8 January 2025.

Decision

The Board note the report.

Report of the Deputy Place Based Lead attached

The Board received a report of the Deputy Place Base Lead, which provided a summary of the key discussions and decisions at recent meetings of the Joint Commissioning Board (JCB).

Decision

The Board note the report.

Minutes of the meeting held on 8 January 2025 attached

The Board received the minutes of the GP Board meeting held on 8 January 2025.

Decision

The Boad note the minutes.

Report of the Joint Chief Medical Officer, MFT attached

The Board received the minutes of the meeting of the Clinical and Professional Advisory Group (CPAG) meeting held on 18 December 2024.

Decision

The Board note the minutes

Report of the Executive Member for Health and Wellbeing and Chef Executive MLCO attached

The Board received a a report which proivded an update on the work of the  MLCO Accountability Board.

Decision

The Board note the report

To note that the date of the next public meeting of the MPB will be Tuesday 22 April 2025 at 2.00pm

Decision

The date of the next public meeting of the MPB will be Tuesday 22 April 2025 at 2.00pm