Agenda item

The Health and Wellbeing Strategy is submitted for the Board’s approval – Nigel Minns / Gemma McKinnon

The Board gave consideration to the final draft of its Health and Wellbeing Strategy (HWBS). It had been drafted using findings from the most recent Joint Strategic Needs Assessment (JSNA), a Covid-19 recovery survey and a health impact assessment (HIA).

A survey was undertaken to consult with Warwickshire residents on the draft HWBS, with details provided of the mechanisms used and Appendix 1 to the report detailed the outcomes from the survey. The executive summary pulled out key data from the consultation. Specifically, responses were sought to the following ambitions:

• People will lead a healthy and independent life
• People will be part of a strong community.
• People will have access to effective and sustainable services

The feedback against each ambition was reported, together with some concerns around partnership and ensuring that the voluntary and community sector was involved fully. The executive summary and appendix provided more detail on this. Working collaboratively with a wide range of diverse communities was recognised as a key to success. Consultee feedback was provided on the proposed focuses for the Board.

The draft strategy was reviewed in light of the consultation findings and examples were provided of the changes made, strengthening partnership aspects, inclusion of the voluntary and community sector and in relation to implementation and monitoring. The draft HWBS had been updated to reflect the ambition to work with communities, to ensure cultural competence and to develop accessible, responsive, and high-quality services designed in a way to reduce inequalities in health.

Next steps were reported in terms of sharing feedback and subject to approval, the development of delivery and local implementation plans and an outcomes framework.

The report was accompanied by a presentation from Nigel Minns on the consultation findings and the final draft of the HWBS, which covered the following areas:

• Consultation – process and responses; there were 562 responses to the surveys.
• Headline findings, with the majority of respondents supporting the three ambitions and priorities for the next two years.
• Key findings and response. This outlined feedback on partnership and collaboration aspects, implementation/monitoring and the review of priorities after two years, together with the reviews made to the draft strategy.
• A plan on a page showing Warwickshire’s population health framework.
• Next steps in response to the consultation and in delivering the strategy.

The Chair commended the document as a step change, providing a positive way forward. It had also been endorsed by the leaders of all district and borough councils in Warwickshire. Discussion took place on the following areas:

• A key aspect would be linking both the Warwickshire and Coventry HWBSs to the Integrated Care System / Health and Care Partnership work. There were complex structures in place. To achieve desired outcomes, a need to trace lines of action and their impacts in the short and longer term, to show the outcomes to the public and the anticipated timescales. It was agreed this was important, with reference to the implementation plan which should be a combination of the three implementation plans at place level, which were already multi-agency plans. The aim was for a single set of priorities and to deliver them effectively. Both HWBSs had been developed against the same principles and there would be many similarities, but necessarily some variations across each of the ‘places’, including Coventry.
• The document was complimented. There would be complex issues to resolve and a need to ensure freedom at the place level within an overarching framework. Coventry would have a different overall strategy and may feel they had a different place-based direction.
• The Chair had met recently with chairs and executives for each of the places and there would be a continued dialogue between them. This could involve Coventry too.
• Nigel Minns agreed that there did need to be freedom at place to implement the strategy appropriately for each area. There would be individual initiatives at the place level which were not within the strategy and were a matter for that place. There were clear ambitions and priorities within the HWBS and relevant aspects from each place plan could be included too. This was a genuine partnership effort.

Thanks were recorded to those involved in developing the strategy.

Resolved

That the Health and Wellbeing Board:

1. Notes the outcomes from the five-week public consultation.

2. Approves the final Health and Wellbeing Strategy 2021-2026 and the three priority areas, as shown in Appendix 2 to the report.

3. Supports the mechanism for annual reviews of the Health and Wellbeing Strategy to the Board.

4. Supports the development of local place-based implementation plans (through the Health and Wellbeing Partnerships).