Agenda item

Report and presentation of Liz Gaulton, Director of Public Health and Wellbeing and David Nuttall, Head of Sports, Culture, Destination and Business Relationships

The Board considered a report and presentation of Liz Gaulton, Director of Public Health and Wellbeing and David Nuttall, Head of Sports, Culture, Destination and Business Relationships on the opportunities provided by the City of Culture 2021, the European City of Sport 2019 and the Year of Wellbeing 2019 to improve health and wellbeing outcomes for the City and accelerate efforts to address the wider determinants of health, for example jobs and economic growth, community cohesions and a sense of place, raised aspirations and school attainment.

The report indicated that the City of Culture was part of a wider Coventry’s Cultural Strategy for 2017-2027 which outlined the cultural aspirations for the city for the next ten years. The strategy outlined five goals, one of which was to improve health and wellbeing. Key commitments made as part of the City of Culture bid included reducing obesity and improving mental health.

The Board were informed that their collective leadership would be invaluable in order to maximise the opportunities associated with the City of Culture and to minimise potential risks. With opportunities across the health and wellbeing economy created by the Year of Wellbeing and the European City of Sport there was the option to work as a Board to ensure these acted as an accelerant to the City of Culture. There was also the opportunity to begin to develop a sense of place amongst Coventry citizens and Coventry’s workforce. The Board would be key to providing leadership around the Marmot agenda ensuring that the health inequalities agenda was at the centre of the health and wellbeing offer.

A key aim of the City of Culture year would be to ensure that the health and wellbeing workforce acknowledge, value and support the delivery of cultural opportunities as a means of improving health and wellbeing. As employers of a significant proportion of Coventry residents, engaging staff in the design and development of a City of Culture offer would contribute towards enhancing the pride in the city. The role of staff in supporting the engagement of communities would also be critical.

The Board were informed of the importance of understanding the health impact of the City of Culture activities to be able to maximise opportunities. Public Health were committing capacity and expertise to complete a formal Health Impact Assessment. There were also considerable risks that would need to be managed and minimised which involved support from partner organisations.

The cultural strategy and sports strategy outlined a ten year vision for the city, moving beyond 2021. Maintaining momentum and raising aspirations would be a key challenge.

The presentation highlighted how arts and culture improved health and wellbeing and set out the vision for the City by 2027. The five key goals of the cultural strategy, including health and wellbeing, were set out along with outline targets. Attention was drawn to the views of Professor Sir Michael Marmot on culture and to the opportunities for Coventry as a Marmot City and the Year of Wellbeing 2019. Additional information was provided on health and wellbeing benefits.

The presentation referred to the learning from Hull in respect of health and wellbeing and culture, including the outcomes achieved. The key learning for Coventry was also discussed. There was a focus on the opportunities for the Health and Wellbeing Board to provide leadership in a number of areas and to the collective opportunity that the Board could bring to the City of Culture.

Members discussed a number of issues in response to the report and presentation, matters raised included:

·  The significant opportunities available for the partner organisations to become involved with the City of Culture, the Year of Wellbeing and the European City of Sport

·  The importance of being able to engage with all communities in the city

·  The options to involve the students from both Coventry and Warwick Universities

·  A concern about the significant number of objectives to be achieved and the significant level of support that would be required to achieve success in all areas

·  What monitoring arrangements had been put in place to ensure delivery

·  What would the expected legacy of the three events be, what difference would there be for Coventry residents in ten years?

·  A concern about being able to involve the whole city in the different events, particularly the hard to engage communities

·  An acknowledgement of the important volunteer role to be played by the Coventry ambassadors.

RESOLVED that:

(1) The content of the report and presentation be noted.

(2) The opportunities and challenges the City of Culture presents to health and wellbeing of Coventry citizens be acknowledged.

(3) The opportunities and challenges the City of Culture presents to organisations within Coventry’s health and wellbeing economy be acknowledged.

(4) The role of the Board in providing strategic leadership around the health and wellbeing agenda of the City of Culture be endorsed.