Adulthood and Work Nick Page, Chief Executive Solihull Metropolitan - PowerPoint PPT Presentation

Adulthood and Work Nick Page, Chief Executive Solihull Metropolitan Borough Council Charlotte Bailey, Executive Director Strategic Partnerships Birmingham and Solihull Mental Health Foundation Trust

A population approach Economic Public Health Regeneration

Facts and figures Population Birmingham: Unemployment Total 1.349m • 56.3% live in 20% of most • Birmingham: 6.4% 1.137m deprived areas in England • Solihull: 1.8% Higher poverty level than Birmingham nearly every other UK city • Average: 4.1% 212k Solihull • Second highest child • National average: 4.1% 64% working age poverty level (60% in Solihull) Total increase of Children in care Solihull : • Less deprived but polarised • c117k since 2006 Birmingham: 1,840 • At least 10 LSOAs in most • c10k since 2015 Solihull: 419 deprived 5% of neighbourhoods in crime, employment and income domains Based on figures from 2017/18

East Birmingham/North Solihull

Reported instances of anti-social behaviour are lower than England, but violent/sexual offences, burglary, criminal damage and vehicle crime are higher. Reported drug crime is at the English average rate Dec 2015 to Nov 2016, Source: Police UK (Police reported crime figures)

Youth unemployment is more than double the national average across the EBNS Date: Dec 2016 Source: Department for Work and Pensions

Mental and behavioural disorder is by far the biggest reason why people are claiming ESA/IB in ENBS. That category is three times larger than the next largest category, which is musculo-skeletal disorders Date: May 2016 Source: Department for Work and Pensions/NOMIS/BCC

Musculo-skeletal disorders are the second largest reason why working age people fall out of the labour market. These disorders can themselves be the result of wider issues around obesity and sedentary lifestyles. Cross-disciplinary working with walking and cycling strategies could help both physical and mental wellbeing 25.4% - 29.3% 42.3% - 44.8% 24.3% - 25.4% 29.8% - 42.3% 22.1% - 24.3% 37% - 39.8% 20.8% - 22.1% 34.7% - 37% 17.1% - 20.8% 26.7% - 34.7% Prevalence of Year 0 Overweight and Prevalence of Year 6 Overweight and Obese Children by Ward Obese Children by Ward Source: Health and Social Information Centre

Purpose and aims of the portfolio • Promoting health and wellbeing, and managing chronic disease. • Staff health and wellbeing. • Promoting skills and prosperity. • Breaking the cycle of deprivation.

Case studies • Mental Health First Aid Training • Apprenticeship levy • Social Value

Mental Health First Aid • £12.6b lost to local economy through mental health • 6.9 average sick days estimated 40% is related to mental health • 4.15m working days lost through 65,000 trained in mental health each year MH First Aid • 70,000 people can not work due per annum for next 10 years to mental health

Wilmott Dixon “MHFA training is an integral part of a broader strategy for wellbeing at Willmott Dixon Construction (Midlands), with a part icular focus on prevention through giving people the tools to improve personal resilience. The construction industry has a stereotypically macho reputation and, perhaps as a result, mental health has not been something that people have been prepared to discuss openly, but that doesn‟t mean it‟s not an issue. In 2016 the MHFA two-day course was offered to our people on a voluntary basis. The uptake for MHFA training has surpassed our expectations and we now have 50 people trained across our region with further courses planned for 2019. As one of the UK‟s largest contractors, Willmott Dixon takes its social responsibility very seriously. Back in 2010, the „All Safe‟ culture -change initiative was introduced with the sole purpose of empowering the workforce with the right to speak up if they feel that safety conditions on site are not up to standard. To further strengthen the All Safe programme, and to encourage not only physical wellbeing, but also mental fitness across the industry, in 2018 Willmott Dixon launched their “All Safe Minds” campaign to ensure that everyone working on its many project sites across the UK is fully aware of the support network available, should they feel unable to cope with their own personal situation. All Safe Minds is delivered by our MHFAs across all of our sites and offices as a Toolbox Talk to all of our people and members of our supply chain, and has been extremely well received. Without doubt, training our own MHFAs has been instrumental in raising awareness of mental health issues across our wider business. The two day training course gave our MHFAs the self-confidence to go out and deliver the All Safe Minds initiative. More importantly, we know that people within our business are more comfortable talking about mental health issues and are more willing to make positive interventions to help their colleagues when they recognise that they may be struggling with their mental health.”

Apprenticeship levy Context and Cultural • Cost to society of someone Background being in a job (cost avoidance of most vulnerable groups) New Job • Cost to the individual of being in a job – healthier and happier £2,000 £58,611 Putting a financial value on outcomes

BSMHFT Apprentice • 10% of the apprenticeship levy ‘gifted’ to other organisations (primary care) to support the increase in apprenticeships for 19-24 year olds leaving care, those with an Education and Health plan and those supported through ‘think family’

Meet Joe Joe is a former service user who began his NHS journey as a volunteer working part time at a local NHS trust. As Joe's confidence grew, so did his working hours then his progression into joining the catering team as an apprentice. Joe has developed new skills both interpersonal and catering over the last six months. Joe says he's 'smashing his practical learning at college' and his tutor is thrilled with his progress in his NVQ. Joe's literacy and numeracy skills have seen much improvement too. Joe's manager describes him as a valued member of the team. He was recently recognised with an award from the Trust and he has ambitions to open his own restaurant one day.

Social Value • Joint Social Value policy • Could leverage £150m + pa Social Value • Joint TOMs and one priority area per portfolio board • Sustainable third sector; vulnerable groups, community capacity building, employment of vulnerable groups

Engie: Social Value through BCC • 50 work placements • 140 days of voluntary work • 16 community projects • 12k raised and donated to local charities • 64 days supporting schools • 120 young people CV writing

Nine priorities for action • • To move towards an agreed 18/19 approach System roll out of Mental Health First Aid for system utilisation/sharing of apprentice programme. levy. • WMCA productivity and skills commission • Working with MCA portfolio board re findings and supporting resultant action developing an STP apprentice programme plans and test sites. to provide all BSOL children leaving care • System initiatives for improved staff health with an apprentice opportunity in 19/20. and wellbeing in prevention and coping with • LWAB single workforce strategy developed stress and musculo-skeletal conditions. • • To develop a BSOL STP wide behaviour Ensuring the people and place agenda is change programme- potentially in increasing embedded within the Inclusive growth physical activity. corridor governance and development plan. • Implement social prescribing in neighbourhood / locality, ie successful bid pilot and then develop roll out plan.

Debate • What’s your initial reaction – does it sound like we are on the right course? • What would be your contribution? • What would you want to see as success measures – what's changed in 3, 5 and 10 years’ time?

What next?