Agenda and minutes

To receive any apologies for absence.

Apologies were received from Councillor Syeda Khatun, Liann Brookes- Smith Interim Director Public Health), Michelle Carolan (Black Country Integrated Care Board), Marsha Foster (Black Country Healthcare NHS Foundation Trust) and Phil Griffin (Healthwatch Sandwell).

Members to declare any interests in matters to be discussed at the meeting.

Councillors Simon Hackett and Suzanne Hartwell declared a pecuniary interest in the matter referred to at 25/23 (Sandwell Language Network), in that they were employees of organisations that were members of the Sandwell Consortium.

To confirm the minutes of the meeting held on 21 June 2023 as a correct record.

Resolved that the minutes of the meeting held on the 21 June 2023 are approved as a correct record.

To determine whether there are any additional items of business to be considered as a matter of urgency.

There were no urgent additional items of business.

To consider and note the progress of the development of Midland Metropolitan University Hospital.

The Board received an overview of progress that had been made with the build and delivery progression of the Midland Metropolitan University Hospital (MMUH).

The hospital was currently the biggest capital development in the English health service.  Upon completion, the hospital would include an emergency department, a dedicated children’s emergency department and a midwife led birth unit.  Under the acute care model for the hospital, consultants would be on site seven days a week and state of the art equipment would enhance diagnostics to support the provision of same day emergency care, preventing unnecessary admissions, ensuring that the length of stay was no longer than medically required and that patients were discharged to the most appropriate place and readmission was prevented.

Members watched a video providing an overview of the site, and highlighting that it was #MoreThanAHospital and would provide places for the wider public and local community to use, such as a community garden, a café/restaurant and a Winter Garden on the fifth floor of the building, which would also house an art gallery.

The design of the hospital centred on patient wellbeing with all rooms having an external view onto one of the courtyards or surrounding areas of the hospital.  50% of the beds were in single ensuite rooms, which would enhance infection control. Colour coded wards, with the same layout throughout the hospital, would also provide a dementia friendly environment.

Most outpatient care, day-case surgery and routine diagnostics would remain at the Sandwell (Hallam Street) and City Hospital sites. This included:-

·      A 24/7 urgent treatment centre at Sandwell Hospital.

·      Birmingham Treatment Centre and Birmingham and Midland Eye Centre (BMEC) at City Hospital.

·      Provision for step down / rehab facilities.

Significant changes continued to take place in community and primary care services so that even more care could be provided in people’s own homes.  It was anticipated that the occupation of beds would reduce from the current 97% to 85-90%, which would allow for better management in peak periods.  Members noted the crucial work also being undertaken across 12 service areas to transform services to support the acute care model.  Excellent multi-agency relationships in Sandwell supported this programme of transformation. 

The Benefits Case predicted that the hospital building would have a useable efficient lifespan of 58years and would bring benefits to patients equating to around £796m; benefits to employees equating to around £982m and to the wider population equating to around £241m.

In terms of employment, 484 new staff were required to make the business case work, with a target of 35% being from the local population. A Leaning Campus on the site would host 1280 learners a year, with a focus on addressing skills shortages and providing pathways into long term employment. A partnership between the hospital, Sandwell College and Aston and Wolverhampton universities had been established to support recruitment efforts.

Work had been undertaken to incorporate the hospital into the local transport network, 1,600 car parking spaces and an onsite bus stop had been incorporated within  ...  view the full minutes text for item 21/23

To consider and note the Right Care, Right Person Approach.

The Board received an overview of the Right Care, Right Person (RCCP) approach.  RCRP was a national approach agreed between the Home Office and health partners to ensure that the right person and agency, with the right skills, training, and experience responded to calls relating to mental health or other concerns for welfare.  Analyses showed that West Midlands Police Officers currently attended around 4,000 incidents per month that were not police matters, resulting in many hours of police time spent waiting in A&E departments, reducing the time available for the Police to focus on its core responsibilities to prevent and investigate crime and keep the King’s peace.

The RCRP approach had been designed following consultation with partner agencies including Integrated Care Boards and NHS Trusts to ensure that the most appropriate professionals responded to an incident.  RCRP would complement services, such as the proposed ‘NHS 112 – Option 2’ mental health crisis telephone line, which when operational would have dedicated resources including mental health ambulances.

The police were trained to refer individuals with vulnerabilities to appropriate supports via the established referral pathway.  In addition, a ‘Vulnerabilities Hub’ was due to be established which would enable call handlers to refer individuals with specific needs to mental health tactical advisors within the force contact centre.

40% of West Midlands Police force contact officers had received training to act as ‘decision makers’ and identify if police were required to be despatched, with plans to train all call handlers by October 2023.  Training would include trauma informed practice to gain consent for appropriate referrals.  Work would be undertaken with West Midlands Ambulance Service and West Midlands Fire Service on their powers of entry.

Having appropriate referral pathways in place would support the new approach and Social Prescribing would be a key factor in this. 

It was hoped that, by ensuring police officers were present for criminal matters only, trust and confidence in the Police would improve.

From the comments and questions by members of the Board, the following responses were made, and issues highlighted:-

·      The RCRP approach would be aligned with the Better Mental Health Strategy and a Police representative was on the Better Mental Health Strategy Partnership.

·      Further discussion was needed with the Safeguarding Children’s Partnership.

·      Clear communication was crucial to ensure that physicians and clinicians were aware that welfare checks was not a police duty, and vulnerable people were signposted to the right support.

·      The safeguarding functions of the police would not be impacted.

·      There was currently not a standardised approach to social prescribing in Sandwell and work was underway to address this. 

The Police would be invited to a briefing with all councillors on the RCRP approach. 

(Reverend David Gould and Emma Taylor left the meeting during the consideration of this item).

To note and comment upon the draft Sandwell Better Mental Health Strategy 2023- 2026 and the proposed public consultation.

Further to Minute No. 7/22 (23 February 2022) the Board noted an update on the development of the Better Mental Health Strategy 2023- 2026, which had co- produced with stakeholders throughout 2022 and 2023. 

A rapid needs assessment had identified factors which contributed to mental health, such as access to employment and suitable accommodation.  The draft Strategy had also been updated to reflect feedback from stakeholders in relation to the impact of Covid-19, which was now better understood.

A 60-day public consultation would commence from 26 September 2023.  To ensure a high response rate, the consultation would be widely publicised across all partnership networks and communication channels and community organisations would be offered grant funding to host focus groups.  A video would also be produced explaining the priorities and key drivers of the strategy.  

The final Strategy would be published in January 2024 and the Better Mental Health Partnership would be accountable for ensuring that the action plan was delivered, and the nine priorities and principles (previously referred to as promises) were achieved.

(In reference to Minute No. 18/23 (above), Councillors Hackett and Hartwell left the Council Chamber).

To comment and note the Sandwell Language Network Programme 2023- 2025.

Resolved that Councillor Rollins is elected Chair for the consideration of the matter referred to at Minute No. 25/23 (Sandwell Language Network).

The Board received an overview of the Sandwell Language Network programme, which had been co-produced in 2019 with funding from the Government’s Controlling Migration Fund and aimed to tackle health and economic inequalities, reduce isolation, and promote community cohesion through language learning.

The 2021 Census had identified the challenges facing new migrant communities and established ethnic communities with 88% of Sandwell residents who spoke English as their main language compared to 92.3% nationally.  Of those residents who did not have English as their main language, 24.8% could not speak English well and 5.5% could not speak English at all.   In five of Sandwell’s wards less than 80% of residents spoke English as their main language. 

                  Sandwell Language Network was co- ordinated by Sandwell Consortium and delivered via 17 partner organisations.  Courses were community based in nature, which enabled learners to improve their understanding of English via an informal medium.  English for speakers of other languages (ESOL) was the most popular course, however over 20 courses ran per year to ensure individuals could access the relevant educational modules.

The cohort for the 2022/ 23 programme was made up of over 350 learners and incorporated IT skills to better support those in need of support.  88% of learners reached additional services and education through the network with a focus on promoting a sense of place within Sandwell.

The programme collated quantitative and qualitative feedback from participants, wider community, and community delivery partners on an ongoing basis to inform the project deliverables to ensure it continually met the changing needs of its service users.

Sandwell Council was a finalist in the 2023 Local Government Chronicle (LGC) Awards for SLN as an outstanding Public Health and community project.

(Dr Sommiya Aslam left the meeting during consideration of this item).

(Councillors Hackett and Hartwell returned to Council Chamber and Councillor Hartwell resumed the Chair).

The meeting became inquorate and therefore the remaining agenda items were deferred until the meeting on 18 October 2023.