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Purpose:

The Board will play a key role in the oversight and management of the development and delivery of Portfolio programmes and projects, ensuring that they are contributing to the delivery of WMCA Strategic Objectives and the Annual Business Plan.

The Board will be responsible for the oversight of delivery of the Wellbeing Plan, contributing to its development and monitoring its delivery.

The Board will be responsible for advising on Wellbeing strategy and policy and developing a Wellbeing Programme to be presented through the Annual Business Plan that contributes to delivery of WMCAs strategic objectives.

Accountable to:

WMCA Board

Membership:

Voting Members:

• Chaired by WMCA Portfolio Holder
• Constituent Members – Relevant Cabinet Member as determined by each Constituent Council
• Non-Constituent Members – 1 Representative per county area (Warwickshire, Shropshire, Worcestershire, Staffordshire) Representative to be a relevant Cabinet Member where possible
• LEPs – Representative from each LEP Area

Non-Voting Members:

The following subject specific guests will be invited to Board meetings as appropriate.

Chair:

The Chair will be the Portfolio Lead for Wellbeing

Functions:

• To review, monitor and approve the Wellbeing Annual Business Plan, ensuring that it demonstrates a clear golden thread to the WMCA Strategic Objectives, highlighting prioritisation considerations where appropriate and supporting and challenging delivery of the Plan.
• Consider the Wellbeing aspect of the Inclusive Growth & public Service Reform Portfolio Project Pipeline in order to monitor its content, providing feedback to the Business Area and performance managing project development
• To consider and advise upon major policy change within the Wellbeing Portfolio
• To performance manage the delivery of projects detailed within the Wellbeing Portfolio Project Pipeline at Portfolio level, ensuring effective and appropriate challenge to the Business Area and stakeholders
• To provide co-ordination and direction on strategic matters relating to the portfolio needs of the region.
• To provide the forum for facilitating strategic conversations between the local authorities, stakeholders and WMCA

Support Wellbeing Portfolio Holder by:

• Providing advice and support to WMCA activity
• Helping engage with wider stakeholder networks and activity
• Identify and scale up existing good practice within the WMCA area
• Identify and secure resources to deliver new opportunities

• To provide co-ordination and direction on strategic policy and delivery matters relating to the wellbeing development needs of the region.
• To provide the forum for facilitating strategic conversations between the WMCA and local authorities on developing wellbeing improvements for the West Midlands
• To ensure alignment with other WMCA-led strategies and programmes
• To recommend and endorse bids for government funding to the WMCA Board.
• To collaborate with those external organisations that also have responsibility for wellbeing delivery and policy.
• On behalf of the WMCA, to lead dialogue with the Government on the West Midlands wellbeing agenda, and as part of devolution negotiations with Government, to lead on developing propositions and asks that relate to wellbeing policy and delivery.

• To understand and influence the interdependent health and social care system within the West Midlands.
• To influence NHS spend in West Midlands in pursuit of West Midland priorities
• To provide a focus on total public sector commitment to population health commitments.
• To provide political leadership for major system reform.
• To influence and hold to account new national bodies which will have commissioning roles and play a major role in wellbeing in the West Midlands.

Voting:

All Members will have one vote each.

The Chair will have a casting vote if required.

Quorum:

WMCA Portfolio Lead + Third of Voting Members

Frequency:

Minimum of 4 times a year or more frequently as required to discharge its responsibilities