The Corporate Director of Adult Services went through the presentation which had been circulated with the agenda and covered Items 8a, 8b, 8c, and item 11. The programme for recovery and reform for health and social care services was up and running and aligned with the Trafford Locality Plan. The programme was split into four key projects. The first was living well in my community which had been developed and delivered well with the voluntary sector throughout the pandemic. The key work streams were the development of place based working, the creation of a partnership wide information and advice offer, the reduction of inequalities, and to create a strong sustainable voluntary sector in Trafford. The Board were shown a set of actions which were to be completed as part of the project by the end of December 2020.

The Health & Social Care Programme Director informed the Board that there were four Strategic Design Groups, one for each of the four key projects.  There were around eighteen different partners involved within the Living Well in My Community Strategic Design Group. A partnership approach was being to the creation of the priorities for each group with co-production being utilised where possible. The presentation showed the defined set of priorities for each of the strategic design groups, the joint chairs of the groups, and a roadmap for the next twelve weeks of work. The Health & Social Care Programme Director explained that the programme took a whole system approach with the wider determinants of health, sustainability, and prevention all being consider by the Strategic Design Groups. The Corporate Director of Adults Services added that there was a very detailed Communications and Engagement Strategy that had been developed to support this programme of work which ensured that people’s views were being captured. There was also a performance framework that sat behind the programme to monitor the impact it was having and to ensure it was meeting the desired outcomes. 

The Health & Social Care Programme Director then moved the slides on to the point that provided detail around the communications and engagement plan and the performance framework. The full Communications and engagement strategy had been circulated to the Board and the slides provided a short overview. The strategy had been designed to function as the sole communications strategy for the COVID 19 response and for the development of the service for the future.  The slides contained the core components of the strategy such as partnership working and governance. Each component had a commitment such as to always work collaboratively and consider the wider determinants of health, and ensuring that key forums are kept up to date regarding communication and engagement.  All of the commitments had been developed by the programme steering group which had representation from around nineteen partner organisations. The slides also included the system connectivity structure for the strategy which showed how all the Boards, Groups, and Organisations across the Trafford system linked into the strategy. The communications strategy detailed the mediums and methods that would be utilised in order to measure the performance and the impact of the programme of work. The list included google analytics, feedback from focus groups, telephone interviews, and event feedback.

The end of the presentation included an update on the #FutureTrafford campaign. The Health & Social Care Programme Director explained that #FutureTrafford campaign was to run over four weeks and had four focuses of Employment and skills, Business Recovery, Children and Young People, and Living well in the Community. The campaign linked in with the work of the Strategic Design Groups with Trafford Housing Trust leading on the development and the Council leading on the campaign management. The campaign aimed to engage as many people as possible across the borough so that their views could help to shape the area going forward. The Health & Social Care Programme Director asked all Board Members to spread word of the campaign to their respective networks and to support the campaign over the coming weeks.

The end of the presentation focused upon the Measurement Framework. The Health & Social Care Programme Director informed the Board that there was a wide array of information available and the framework looked to increase understanding of the whole system by bringing all the information into a central place. That information would then be used to commission differently, deliver differently, and develop differently. The framework would aid in identifying where changes were needed to pathways, whether different or new services needed to be commissioned, or if money need to be redirected within the system. 

The Board were shown an outline of the framework which included sections that linked to the work of the four Strategic Design Groups. Once populated the framework was being sent to the November meeting of the Trafford Local Care Alliance Board. The framework would show the impact on reducing health inequalities, whether the area was showing signs of recovery, and the progress in reform of the system. The framework also captured information relating to the workforce and whether they were happy and productive as well as the financial picture and the value of the Trafford pound. Over the course of the next few weeks the team would create a single dashboard for the whole system based around neighbourhood profiles linked to the JSNA. The Health & Social Care Programme Director ended by stating that he would like to bring back the populated framework towards the end of the year.

Following the presentation the Chair of the Trafford Strategic Safeguarding Partnership noted the strong focus on health and social care and asked where the wider determinants were captured within the programme. The Health & Social Care Programme Director responded that a wide range of information had been captured from residents across the borough from various organisations utilising I Statements to understand their views on what was important. That data was in the process of being analysed and would inform the approach going forward. The strategic design groups were committed to addressing the wider determinants of health and this would become more apparent as the programme progressed. The Health & Social Care Programme Director spoke about a presentation on the eight sources of learning from the COVID period which was to be shared with Board Members for information. The Chair of the Trafford Strategic Safeguarding Partnership thanked the Health & Social Care Programme Director for the response and added that the role and impact of schools within the programme should be made more visible within the documentation.

Councillor Blackburn asked whether there was a glossary of acronyms available so that Board Members could understand what they meant without having to ask questions after each presentation. The Health & Social Care Programme Director assured the Board that a glossary was being developed and that it would be shared once it had been completed.

The Health & Social Care Programme Director made the Board aware that the NHS and care in Trafford social media page (https://www.facebook.com/NHSandCareinTrafford/) had gone live which would be used as a shared platform to messages out to the public and was accessible to a wide range of partners.   

The Chair of the Trafford Strategic Safeguarding Partnership reminded the Board that the 16^th to the 23^rd of November was safeguarding adults’ week and that while COVID had disrupted the preparations a wide range of resources were available for everyone including professionals, members of the public, and politicians. The Chair asked that the Health & Social Care Programme Director share that information on the NHS and Care Facebook page. 

RESOLVED:

1)    That the Recovery and Reform: Strategic Design Group Highlight Report be noted.

2)    That the Measurement Framework be noted

3)    That the Communications and Engagement Strategy Report be noted.

4)    That the overview of the #Future Trafford Campaign be noted.

5)    That the Measurement Framework is to come to the Board before the end of the year.

6)    That the presentation on the eight sources of learning from the COVID 19 period be circulated to Board Members.

7)    That the glossary of acronyms be shared with Board Members once completed.

8)    That the Health & Social Care Programme Director share that information of safeguarding adults’ week on the NHS and Care Facebook page.