Agenda and minutes

People's Board - Wednesday, 11th March, 2020 2.30 pm

Venue: Room 10

Contact: Mrs KM Howard 


No. Item


Apologies for Absence

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Apologies for Absence were received from John Quick, Sarah O’Brien, Guy Keen,
Jill Healy and Sandra Oluonye. 


Minutes pdf icon PDF 104 KB

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*           Resolved that the minutes of the meeting held on 22 January 2020, be approved and signed.


Declarations of Interest

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No Declarations of Interest from Members were made.


Community Safety Governance pdf icon PDF 84 KB

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Councillor Bell gave a verbal report on Community Safety Governance.


A Community Safety Partnership (CSP) was a legal requirement of the Crime & Disorder Act 1998, which placed a joint responsibility upon specific agencies to work together to protect their local communities from crime and to help people to feel safer.





In St. Helens, the strengthening of partnership arrangements saw the formation of the
St Helens People’s Board, which had assumed and merged the statutory responsibilities of the CSP and Health and Wellbeing Board.

The Board was that advised following a partnership workshop was held in December 2019 consensus was reached that there was a need to relaunch the CSP.


The proposed governance structure of the CSP was presented to the Board and advised that it would mirror that of the current arrangements on the St Helens Cares governance structure. This would allow for a separate specific function that would feed into the People’s Board and enable an operational oversight of CSP functions by the Safer
St Helens Executive Board.


The Safer St Helens Executive Board would be chaired by the Cabinet Member for Community Safety with the composition of the Board to be made up from the five responsible authorities and other nominated senior representative from the services. The Board was advised that the terms of reference for the St Helens Executive Board are sub groups were currently being devised.

The verbal report advised that the following sub-groups would report into the Safer
St Helens Executive Board, who in turn, would report to the People’s Board:


·         Domestic Abuse Sub-Group; establishment of this Sub-Group was a recommendation from the new St Helens Domestic Abuse Strategy.

This Sub-Group’s remit would include; updates from MARC steering group, leading learning audits, informing future practice, identifying gaps in service provision and make recommendations for future commissioning priorities.

·         St Helens Tactical Action Group; a focus group who’s focus could flex to address emerging risks;

·         Making Every Adult Matter (MEAM);

·         Place Group; established to provide a locality assets-based approach to CSP

·         PREVENT; and


·         Youth Justice Board; already established Forum.


It was proposed that, subject to agreement from the Peoples Board, the structure would be established in May 2020. Feedback from the Board members on the proposed governance arrangements was encouraged by Councillor Bell.


*           Resolved that:

(1)        the verbal report be noted;


(2)        the proposed CSP governance structure be agreed; and


            (2)        the CSP Structure be circulated to the Board.


Councillor Bell here left the meeting.


Suicide Prevention pdf icon PDF 83 KB

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At meeting of Council held on 15 January 2020, a motion in relation to suicide prevention was approved at Council. Councillor Burns presented the report and his Motion on Suicide Prevention to the Board.

As part of the Motion to Council, it had been agreed that the Council would ‘work with partners in the borough supporting them all to play a full role, recognising that it is everyone’s responsibly’.

In St. Helens the rate of suicides in 2018 was 16.1 per 100,000 population. This was significantly higher than the UK rate, which was 6,507 deaths by suicide in 2018; a standardized rate of 11.2 per 100,000. It was reported that the suicide figures in
St Helens were continuing to reduce, but remained challenging.


It was noted that the reasons behind suicides were complex and very rarely a single risk factor. The Mental Health Foundation split the risk factors into four aspects; Societal, Community, Relationship and Individual.

The complexity of the risk factors in relation to suicide meant that all partners in the Board needed to play their part.  The report requested that partners of the Board help address the risks by supporting the workforce and people organisations are in touch with to understand the risks and become trained in suicide prevention.


The Motion submitted by Councillor Burns was appended to the report at Appendix 1 for the Board’s information.


*           Resolved that:

            (1)        the report be noted;

(2)        the Board support the Motion on Suicide which went to Council on
15 January 2020 and the OKTOASK Campaign;


(3)        all Partners of the Board promote as a minimum the 20-minute Zero Suicide Alliance Training to staff and members of the public.


Councillor Burns here left the meeting.



Cheshire and Mersey Working Together as a Marmot Community pdf icon PDF 591 KB

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The Director of Public Health, Sue Forster presented the report on Cheshire and Merseyside Working Together as a Marmot Community: Strengthening System Leadership for Population Health and Reducing Health and Wellbeing Inequalities.

Cheshire and Merseyside Health and Care Partnership, with leadership from the Directors of Public Health, had agreed its core purpose would be to tackle the difference between England and Cheshire and Mersey in life expectancy and healthy life. Aligned to this, there was an ambition to reduce inequalities in health outcomes within Cheshire and Mersey. In order to achieve this ambition, it was proposed that the Cheshire and Mersey Health and Care Partnership become a Marmot Community.

The Marmot Review: ‘Fair Society, Healthy Lives’, published in February 2010, outlined the causes of health inequalities and the actions required to reduce them. The review proposed an evidence-based strategy to address the social determinants of health, the conditions in which people were born, grow, live, work and age and which could lead to health inequalities.

Inequalities in health persist both between Cheshire and Mersey, and within Cheshire and Mersey. Despite improvements in life expectancy within most local authorities in Cheshire and Mersey, the region remained below the England average.

The report outlined how becoming a Marmot Community would enhance and enable an approach that would drive out inequalities through the Cheshire and Mersey through supporting the five-year strategy, the chosen priorities, cross cutting themes and Place Based Plans.

The report outlined the key benefits of becoming a Marmot Community which included: access to international expertise, developing excellence in systems leadership for Population Health, strengthening joint working with the NHS and local authorities, maximising impact on health inequalities together and promoting excellence in practice in Cheshire and Merseyside.


The Board was advised that being part of the Marmot Network would provide Cheshire and Merseyside with the opportunity to work with international experts to accelerate action on the social determinants of health and to learn from other areas in England and internationally about the most effective ways to take action within the region.

Institute for Health Equity would also enhance the Cheshire and Mersey Health Care Partnership strategic direction, provide advice and support on the delivery on the agreed priorities, implementation of strategies and on monitoring outcomes. It would also provide the opportunity for national and international recognition for local work undertaken to reduce health inequalities.

In discussion of the report, the Board supported becoming a Marmot Community and it was
proposed that consideration should be given to the inclusion of the contribution that third sector providers could offer. The Director of Public Health agreed to feed this comment back to the Cheshire and Merseyside Health and Care Partnership.


*           Resolved that:

(1)        the report be noted; and

(2)        the Board support the proposal of Cheshire and Merseyside becoming a Marmot Community.


Consultation on the Voluntary Sector Strategy pdf icon PDF 80 KB

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The Assistant Director Policy and Change, Sarah Bullock and the Chief Executive Halton and St Helens VCA, Sally Yeoman presented the report on Consultation on the Voluntary Sector Strategy.

The report provided the Board with an update, and requested feedback, in relation to

the development of a new strategy for the voluntary, community, faith and social

enterprise sector to cover the period 2020-2025.

The new strategy for the Voluntary, Community, Faith and Social Enterprise sector

aims to achieve;

·         A thriving and sustainable sector with the capacity to support and grow communities;

·         Greater levels of collaboration;

·         Higher levels of non-public sector funding; and

·         Celebration of local successes.

The strategy was being developed across the following four themes;

1.    Collaboration and Partnerships;

2.    Communications and access to Community Resources;

3.    Strengthening Communities; and

4.    Volunteering and Peer roles.


The Board was informed that the strategy was being produced by the St Helens Voluntary Sector Forum who were developing both the strategy, and an accompanying action plan.

The report broke down the developments across the four themes and detailed current suggestions and ideas that the sector would like to work with public sector partners on over the next five years.


As part of the presentation a video entitled ‘VCSE Connect - Let's Consider... (St Helens)’ was screened to the Board.


The Board discussed the report and observed that the statutory services should do more to harness the power of the Voluntary Sector, the support it could offer and particularly the demographic of people it could access that statutory services may struggle to engage with and reach. It was noted that changes may only come through challenging traditional working practices.


The Board queried if a mapping exercise to develop a directory had been undertaken to identify what third sector services were on offer in the Borough and if consideration had been given to ensuring that young people, who might not be ready for employment, were able to access the opportunities from volunteering.


The Board was advised that it was the VCA’s role to collate a directory of services but noted that the need to have a dedicated resource and that there was work to be undertaken through an infrastructure to ensure this information was current and able to be shared through a universal St Helens strategy.

*           Resolved that:

            (1)        the report be noted; and

(2)        the Board consider the emerging themes of the new voluntary sector strategy and provide feedback to the Assistant Director Policy and Change or the Chief Executive Halton and St Helens VCA by Friday, 3 April 2020.



Children and Families Community Hub pdf icon PDF 70 KB

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Director of Commissioning Julie Ashurst presented the report on Children and Families Community Hub.


In late 2018, NHS St Helens CCG was successful in a bid with partner organisations submitted to the Cheshire and Merseyside Women’s and Children’s Partnership to open a community hub for women’s and children’s services, as part of a pilot for their national early adopter programme.


Following the successful bid and approval of funding for the project, work began to optimise the use of underutilised space at Lowe House to working with a range of services to further develop the concept and to help to bring the hub to fruition.


The Board was advised the project had received considerable financial support from Renova and Community Health Partnerships with strategic involvement from the Strategic Estates Group. Staff from St Helens and Knowsley Teaching Hospitals NHS Trust (STHK; paediatrics, maternity and ultrasound services), along with children’s health services from North West Boroughs Healthcare NHS Foundation Trust and Bridgewater Community Healthcare NHS Foundation Trust had all been involved in defining the service offer.

The Hub was the only one in Cheshire and Merseyside to have both a freestanding midwifery led unit and children’s services co-located, meaning better integrated working across all teams and services within the community, and a better experience for patients.


The Hub based at Lowe House would provide a permanent base for the community midwifery team and allow for a full community service to be delivered including the following services:


·         All ‘booking in’ appointments (first appointment) for St Helens women from the north, central and south localities will be at the hub;

·         Ultrasound clinics; Monday – Saturday 9am-5pm and an evening clinic;

·         Stop smoking, weight management, perinatal mental health support, infant feeding sessions;

·         0-19 Healthy Child programme; and

·         baby clinics.

With a Paediatric service to include:

·         Consultant outpatient appointments;

·         GP with an extended role in Paediatrics;

·         Paediatric phlebotomy; and

·         Children and adolescent mental health services (CAHMS) and Barnardo’s.


The timetable for paediatric services provision was scheduled to commence in April 2020 followed by the maternity and ultrasound provision in September 2020 after the substantial building reconfiguration work had been completed.

The Board welcomed the Children and Families Hub and congratulated the progress that had been made in such a short time. Queries were raised regarding addressing parking issues already prevalent at the site and transition arrangements for birthing complications.


The Board was advised that the parking options were currently being examined.

Assurance was given to the Board that the group of women that would be referred to use the community service would be low risk woman that could have given birth at home and that the CCG had worked closely with the North West Ambulance Services and STHK Teaching Hospital to ensure that if a transmission was required, it was a smooth transition.


*           Resolved that the report be noted.



St Helens Cares Update pdf icon PDF 61 KB

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Deputy Director Peoples Services, St Helens Council presented the report on  St Helens Cares which updated the Board on the progress made towards implementing the People’s Plan and developing the St Helens Cares programme for 2020/21.


The People’s Board approved the draft of the People’s Plan 2020-24 at their meeting on 22January 2020. It was reported that an outcome framework had been established, targets and trajectories were being developed for each of the four themes of:

·         Starting Well;

·         Living Well;

·         Ageing Well; and

·         Well Led.

The St Helens People’s Plan fed into the wider Cheshire and Merseyside Health and Care Strategy. The launch of the Cheshire and Merseyside Strategy had been delayed until April 2020 to follow the submission of NHS Operational Plans. The Board was advised that the St Helens People’s Plan would be launched in a similar timeframe.


In relation to the St Helens Care Programme, the St Helens Cares Executive Board would be holding a workshop in April to review how we meet the priorities for 2020/21.

The two main vehicles to deliver the programme were:

·         Provider Board; and

·         Localities Steering Group.


The Provider Board had four workstreams; COPD, Frailty, Adult Mental Health and Children’s Mental Health the Localities Steering Group also had four workstreams; Locality Hub, Strengthening Communities, Contact Cares and Integrated Teams/MDTs.


*           Resolved that the update report be noted.



Update on the People's Plan Priorities 2017-2020 pdf icon PDF 98 KB

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The Director of Public Health presented the report on the People’s Plan Priorities
2017-2020 which updated the Board on progress of the priorities that were highlighted in the 2017-2020 People’s Plan.


The Plan for 2017-2020 identified five key priorities: the development of St. Helens Cares, self-harm and suicide and injury undetermined, falls, alcohol harm and Community Safety Hubs.


The report summarised the work in each of the five key priority areas highlighting what had gone well and what needed further work. The appendices attached to the report provided more detailed updates for each of the priority areas for the Boards information.


The report noted that although there were reductions in most of the main statistics, the issues were still a considerable cost and demand to the system and recommended that:

·         the current priorities for the People’s Plan continue to be monitored through the Outcomes Framework;

·         Suicide and Self Harm priority would be embedded into Children’s Resilience and Confidence and Adult Mental Health

·         Alcohol is an issue for both Community Safety and Health and Social Care, the remit should expand to cover substance misuse and links strengthened with community safety and maintained with St. Helens Cares; and

·         Falls priority be refreshed under the current plans and reported to St. Helens Cares Executive.


*           Resolved that:

            (1)        the report be noted; and

            (2)        the recommendations as outlined in the report be approved.



Date of Next Meeting

Wednesday 3 June 2020 at 2.30pm in Room 10, Town Hall

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Wednesday, 3 June 2020 at 2.30pm in Room 10, Town Hall.