To receive any apologies for absence.

Apologies for absence were received from Councillors Hamblett (Oldham MBC), Lawson (Stockport MBC) and A. Smith (Rochdale MBC).

Members are required to declare any disclosable pecuniary, personal or prejudicial interests they may have and the nature of those interests relating to items on this agenda and/or indicate if S106 of the Local Government Finance Act 1992 applies to them.

There were no declarations of interest.

To consider the minutes of the Joint Scrutiny Panel for Pennine Care (Mental Health) Trust meeting held on Thursday 16 January 2025.

In relation to the resolution at minute item 16, it was noted by the Chair that a meeting had occurred virtually with the Chief Executive, Pennine Care NHS Foundation Trust.

The Chair advised that a further informal meeting would be arranged to discuss the work programme of Joint Scrutiny Panel for Pennine Care (Mental Health) Trust for 2025/26, and an invitation to attend was extended to all committee members.

Resolved: That the minutes of the Joint Scrutiny Panel for Pennine Care (Mental Health) Trust meeting held on 16 January 2025 be approved as a correct record.

To consider a presentation of the Executive Director of Workforce, Pennine Care NHS Foundation Trust.

The Chair welcomed attendees to the meeting and invited both the Executive Director of Workforce and the Executive Director of Strategy (Pennine Care NHS Foundation Trust) to begin their presentation.

Update on Trust position 2024/25

A summary of Pennine Care NHS Foundation Trust’s financial position at the end of 2024/25 was provided and included that: the capital plan had been delivered and totalled £6million, cost savings had been delivered in full with a mix of recurrent and non-recurrent schemes totalling £14.5million, and that there had been an agency spend reduction of £2.5million. The financial plan for 2024/25 would be delivered with a surplus of £50k.

It was noted that the Trust was required to produce an annual cost improvement plan, which included reducing energy costs and being eco-friendly. There had recently been a push on reducing spend on agency staff and utilising more in-house services.

Planning for 2025/26 was underway with a national focus on productivity, such as through additional Board scrutiny, and a reduction in numbers for priority service areas such as urgent care and Child and Adolescent Mental Health Services (CAMHS).

In line with the NHS Long Term Plan, the Trust wanted to focus on stabilising core issues and community services. A reduction in 12 hour waits at A&E was recognised as a national priority and was aimed to be delivered through maximising the use of crisis alternatives (including the 111 phone line mental health option), crisis resolution and home treatment teams, and community mental health services to keep people well at home.

Reducing average lengths of stay in the adult acute mental health pathway, improving local bed availability, and reducing the need for inappropriate out of area placements was also planned to be delivered in both the Inpatient Improvement Programme Plan and Care Hub Plans.

The CAMHS Care Hub Plan also referenced the expansion of Mental Health Support Teams, reducing local inequalities, and improving productivity by reducing unwarranted variation in the numbers of children and young people accessing mental health services.

In response to a question raised by a Member, the Executive Director of Strategy informed that the £6million capital plan spend went towards the cost of back up maintenance, refurbishment of Health-Based Places of Safety, fire safety work, upgrades to the Trust’s digital programme and work on the green plan, for example through the installation of LED lighting.

Planning update

Members were informed that the Trust’s current five-year strategy would end in March 2025. The refreshed 2025-2030 strategy would continue to recognise the Trust’s three big ambitions - Outstanding care, Great place to work and Listen to improve – which would be embedded into various strategies and plans.

The Trust’s Business Plan for 2025/26 would set out priorities for delivery during year one of the five-year strategy. Submitted for approval by the Trust Board in April 2025, it was noted that the business plan was a live document that would be continually monitored, reviewed and refreshed throughout the year to ensure that it remained relevant  ...  view the full minutes text for item 20.