The Health and Wellbeing Board of Manchester Council met on Wednesday 10 June 2026 to discuss a range of critical public health initiatives. Key discussions included the Manchester Best Start in Life plan, aimed at improving early years development, and a review of the Accessible Information Standard compliance in GP practices. The Board also received updates on the Manchester University NHS Foundation Trust's strategy, the Better Care Fund plan, and the provision of community defibrillators.

Manchester Partnership Board Feedback

Leigh Latham, Interim Deputy Place Based Lead, provided an update on the work progressing under the Manchester Partnership Board. A new Joint Leadership Group has been established, meeting regularly with partners from across the system to focus on delivering the partnership board's strategic intent. Recent discussions by this group have focused on developing a neighbourhood approach across the city and creating a neighbourhood plan for Manchester, in line with the recently issued Neighbourhood Health Framework. The group also discussed the redesign of post-diagnostic dementia pathways, aligning them with the long-term condition and frailty partnership priority. A detailed discussion was held regarding the health and care transformation programme for children and young people, and recommendations from a review of the public and patient advisory group were considered to optimise the embedding of the patient and public voice in governance and programmes. Strategic estate development requirements across the city were also considered, in light of developing neighbourhood hubs and anticipated population growth. Finally, the group reviewed the mental health transformation priority, focusing on community service transformation and preventative and proactive care. Latham also provided an update on the recent reforms for the Integrated Care Board (ICB), noting that approximately 300 staff had left the organisation through voluntary redundancy. New structures are expected to be in place by 1 July, with a focus on a new operating model for NHS Greater Manchester, clarifying the roles of strategic commissioning and local delivery. A suite of documents is being developed to set out expectations for place partnerships, including a clear outcome framework and the role of the place fund. Plans to change the employment status of the place team are also moving forward, with potential employers being identified to host these teams.

Manchester University NHS Foundation Trust Strategy Update

Tom Rafferty, Acting Chief Strategy Officer at Manchester University NHS Foundation Trust (MFT), presented an update on the Trust's strategy. The MFT strategy, first developed in 2024, was refreshed in 2025 to align with the national 10-year health plan and the Greater Manchester strategy. The refresh involved reconvening reference groups with representation from patient groups, system partners, and MFT colleagues. Key changes to the strategic objectives included a greater emphasis on delivering services in the community and at a neighbourhood level, and a stronger focus on prevention and digital innovation. Four critical enablers were also added: equity, digital innovation, improvement, and partnership. Rafferty highlighted that the Trust had made good progress against its strategic objectives, with five out of nine key metrics showing delivery against agreed trajectories in the first year. However, he acknowledged that work was needed to address the national staff survey results. Councillor Thomas Frederick Robinson, Executive Member for Healthy Manchester and Adult Social Care, praised the Trust's strategy for its alignment with Manchester's strategic priorities and its commitment to working with the local community. Trevor Rees, Interim Chair of Manchester University NHS Foundation Trust, noted that the Trust had moved from a Level 3 to a Level 1 oversight framework, making it the most improved Trust in the country. Councillor Julie Reid, Executive Member for Early Years, Children and Young People, highlighted the positive impact of the Trust's work in her ward, particularly the development of the Clayton Family Hub. Cordelle Ofori, Director of Public Health, welcomed the strategy's commitment to addressing health inequalities and the Trust's role as an anchor institution. Dr Doug Jeffrey, a GP representing North and Central Manchester, questioned whether the strategy included a commitment to shifting funding, not just activity, to community general practices. Rafferty responded that while the strategy doesn't explicitly state a shift in funding, the resource would follow the activity, with examples of hospital services transitioning to primary care for community delivery.

Summary and Overview of Manchester Best Start in Life Plan

Nasreen King, Assistant Director for Early Intervention and Prevention Services, and Kelly Ayers, Senior Schools Quality Assurance Officer, presented the Manchester Best Start in Life Plan. The plan outlines the council's strategy to ensure that by 2028, 68.6% of children in Manchester achieve a good level of development by the end of reception, with a specific target of 62% for children eligible for free school meals. Manchester's current figure is 60.3%. The plan aims to increase early years attainment and school readiness from conception, expand access to early education and childcare, and deliver inclusive, neighbourhood-based services through the scaled-up Family Hub programme. The report highlighted significant challenges in Manchester, including high levels of deprivation, with 48% of children eligible for free school meals and over half living in the most deprived areas. Communication and language, along with maths, were identified as the weakest areas for development. The plan prioritises a holistic, whole-family approach, integrated family support, and increased access to early education and childcare. The Flying Start programme, a multidisciplinary support offer for children in the most deprived areas, was also discussed, with plans to expand its reach to more schools. Councillor Julie Reid emphasised the Labour government's commitment to early support and the expansion of Sure Start centres into Family Hubs, providing a one-stop shop for families. Councillor Thomas Frederick Robinson, Chair of the meeting, spoke passionately about the plan's potential to address childhood poverty and its importance for the city's future. Cordelle Ofori, Director of Public Health, noted that the target for good level of development was ambitious but highlighted the success of the 2-2.5 year development review programme, which overachieved its target. Amanda Smith, Chair of Healthwatch Manchester, welcomed the report, stressing the importance of early intervention for long-term outcomes.

Meeting the Standard? A Review of the Accessible Information Standard in GP Practice

Neil Robin, Chief Executive of Healthwatch Manchester, and Thomas Carr, Information and Communications Manager, presented the findings of a review into GP practices' compliance with the Accessible Information Standard (AIS). The AIS, which became statutory in June 2025, aims to ensure patients with communication needs receive accessible information and appropriate communication support. Healthwatch Manchester visited 84 GP practices across the city to assess their understanding and implementation of the standard. Key findings indicated that while understanding of the AIS was generally high, compliance was often low. The average score for GP practices before the Healthwatch intervention was 11 out of 22, rising to 13 after the intervention. The number of practices achieving a pass mark (11 or more marks) increased from 6% to 18% following the review and support provided. The report highlighted that 90% of practices that had received training from Breakthrough UK in 2022 scored 11 marks or more. Recommendations included continuous improvement of AIS compliance, clear promotion of advocacy services, and a collaborative approach to overcoming resistance, with training led by lived-experience organisations.

Better Care Fund Plan 2026/27 & Place Grant

Owen Boxx, Senior Planning and Policy Manager for NHS GM (Manchester Locality), presented the Better Care Fund (BCF) plan for 2026/27. The BCF aims to support integrated and preventative care, particularly for those with complex health and social care needs, helping them to remain independent for longer. The plan, agreed by NHS GM Manchester locality, Manchester City Council (MCC), and Manchester University NHS Foundation Trust (MFT), includes finances and activity related to hospital discharge, community programmes, and short and long-term bedded care. The plan aligns with national expectations for neighbourhood health services, focusing on care closer to home and prevention. Key performance measures include reducing non-elective admissions, average discharge delays, and long-term care home admissions for those aged 65 and over, while increasing the percentage of patients discharged to reablement. The report noted that while modest improvements are planned, substantial improvements in reducing non-elective admissions or delayed discharges are unlikely due to the complexity of Manchester's patient cohort, exacerbated by high levels of deprivation. A home first approach is proving effective in reducing care home admissions, supported by an expanding reablement service. Challenges remain regarding the availability of specialist community accommodation. The Board was asked to approve the BCF plan for 2026/27 and the 2025/26 BCF End of Year financial outturn.

Manchester University NHS Foundation Trust Strategy Update

Tom Rafferty, Acting Chief Strategy Officer at Manchester University NHS Foundation Trust (MFT), presented an update on the Trust's strategy. The MFT strategy, first developed in 2024, was refreshed in 2025 to align with the national 10-year health plan and the Greater Manchester strategy. The refresh involved reconvening reference groups with representation from patient groups, system partners, and MFT colleagues. Key changes to the strategic objectives included a greater emphasis on delivering services in the community and at a neighbourhood level, and a stronger focus on prevention and digital innovation. Four critical enablers were also added: equity, digital innovation, improvement, and partnership. Rafferty highlighted that the Trust had made good progress against its strategic objectives, with five out of nine key metrics showing delivery against agreed trajectories in the first year. However, he acknowledged that work was needed to address the national staff survey results. Councillor Thomas Frederick Robinson, Executive Member for Healthy Manchester and Adult Social Care, praised the Trust's strategy for its alignment with Manchester's strategic priorities and its commitment to working with the local community. Trevor Rees, Interim Chair of Manchester University NHS Foundation Trust, noted that the Trust had moved from a Level 3 to a Level 1 oversight framework, making it the most improved Trust in the country. Councillor Julie Reid, Executive Member for Early Years, Children and Young People, highlighted the positive impact of the Trust's work in her ward, particularly the development of the Clayton Family Hub. Cordelle Ofori, Director of Public Health, welcomed the strategy's commitment to addressing health inequalities and the Trust's role as an anchor institution. Dr Doug Jeffrey, a GP representing North and Central Manchester, questioned whether the strategy included a commitment to shifting funding, not just activity, to community general practices. Rafferty responded that while the strategy doesn't explicitly state a shift in funding, the resource would follow the activity, with examples of hospital services transitioning to primary care for community delivery.

People Experiencing Sight Loss JSNA - Progress Update

The Board received a progress update on the Joint Strategic Needs Assessment (JSNA) for People Experiencing Sight Loss. The JSNA, published in November 2025, identified opportunities for action to address the needs of individuals with visual impairment or vision loss in Manchester. Commissioners have been working to address these opportunities, categorised into three priority areas: improving the experience of social care, enhancing navigation of existing systems, and reducing social isolation. A co-produced strategy is being developed to prioritise these actions into an achievable roadmap. Current activities include continuing grant funding to Henshaws Society for Blind People for digital equipment assessments and training, supporting the Manchester Disability Collaborative, and reaching out to disabled people's organisations to ensure greater representation of blind and visually impaired people in co-production groups. Work is also ongoing to coordinate sensory social work and commissioning teams to improve personalisation of social care services and to survey homecare and care home providers on their preparedness to care for individuals with sight loss.

Defibrillators Update: Need, Provision and Funding Opportunities

The Board received an update on community defibrillator provision across Manchester and the implementation of the Manchester model, which focuses on system leadership, data-led targeting, neighbourhood delivery, and community ownership. The report indicated that Manchester has made good progress, with 724 defibrillators registered and 45% accessible 24 hours a day. However, variations in access persist across neighbourhoods, and not all devices are registered on The Circuit, a national database. The next phase of the Manchester model will focus on targeted action in areas of greatest need, increasing registration on The Circuit, and supporting 24-hour access. The Board was asked to support a strengthened focus on equitable access, targeted action in neighbourhoods experiencing the greatest need, and efforts to increase defibrillator registration and 24-hour accessibility.

Better Care Fund Plan 2026/27 & Place Grant

Owen Boxx, Senior Planning and Policy Manager for NHS GM (Manchester Locality), presented the Better Care Fund (BCF) plan for 2026/27. The BCF aims to support integrated and preventative care, particularly for those with complex health and social care needs, helping them to remain independent for longer. The plan, agreed by NHS GM Manchester locality, Manchester City Council (MCC), and Manchester University NHS Foundation Trust (MFT), includes finances and activity related to hospital discharge, community programmes, and short and long-term bedded care. The plan aligns with national expectations for neighbourhood health services, focusing on care closer to home and prevention. Key performance measures include reducing non-elective admissions, average discharge delays, and long-term care home admissions for those aged 65 and over, while increasing the percentage of patients discharged to reablement. The report noted that while modest improvements are planned, substantial improvements in reducing non-elective admissions or delayed discharges are unlikely due to the complexity of Manchester's patient cohort, exacerbated by high levels of deprivation. A home first approach is proving effective in reducing care home admissions, supported by an expanding reablement service. Challenges remain regarding the availability of specialist community accommodation. The Board was asked to approve the BCF plan for 2026/27 and the 2025/26 BCF End of Year financial outturn.