Calderdale Health and Well Being Board After Six Months
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This was an outline of the progress and chalenges facing the Health and Well being board in Calderdale in the light of the first six months experience.
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Calderdale Health and Well Being Board After Six Months
- 1. Health and Wellbeing Board Review Cllr Tim Swift Chair, Health and Wellbeing Board Adult Health and Social Care Scrutiny Panel 5 November 2013
- 2. Agenda What has gone well over the past six months! Challenges - areas where progress has not taken place as anticipated! New year issues emerging during the
- 3. What has gone well Transition to statutory board Appropriate Wellbeing membership strategy approval Embedding the six priorities Developing a focus for work Developing the leadership role
- 4. What has gone well (2) Developing effective structures A Communications and Engagement Strategy Links to national and regional support networks Establishment of Healthwatch Transfer of Public Health into Local Authority Good progress on JSNA refresh
- 5. Challenges Expectations and workload placed on Boards by the Government. Challenge of how we really drive the Wellbeing Strategy Planned review e in January 2014 What’s our relationship with other key players? ◦ ◦ ◦ ◦ Scrutiny Calderdale Assembly Strategic Review Full Council
- 6. Challenges (2) Financial pressures on all partners Unrealistic expectations Extensive “promotion and guidance” Local capacity to drive change is limited and constrained Integrated Transformation Fund
- 7. Where next? National cross party support for HWB Continuing unrealistic expectations Space for the local agenda So questions are Adequate structures without duplication? Broad or narrower focus?
Editor's Notes
- Transition of Board to operation on a statutory basis Addition of Board members reflecting Board’s engagement with a range of partners – police, voluntary and community sector, schools, housing Wellbeing Strategy signed-off and supported by key partners – 30 formally signed up to Strategy and its priorities We’ve aligned the Council’s priorities and ambitions with the 6 wellbeing strategy priorities Striving to develop a more focused Board agenda around SSR; Safeguarding; Integration; JSNA We’re keen across all partners to understand and develop the role of the board in providing leadership across the system, and have secured support from the NHS / LGA toward achieving this
- Board starting to develop structures to support its work eg executive officer group to manage workload; use of informal briefing sessions to open up discussions for example around the strategic review A Communications and Engagement Strategy – best example of this is the recent news letter Board members and officers linking into national and regional support networks – information and best practice Establishment of Healthwatch, who are repreentaed on the Board Successful transfer of public health into Council supporting the Board Good progress on JSNA refresh on track for January completion
- Expectations/workload placed on Boards by the Government on health and social care issues e.g. around Winterbourne View, signing-off local Integrated Care Plans, Better Health Outcomes for Children and Young People, plans for “end of life” care, consultation on NHS Call to Action etc. As a result, delivery of the Wellbeing Strategy has not been as focussed as expected although performance and monitoring arrangements are now in place Opportunity to reconsider context of Strategy and Board’s wider role in January 2014 The Board’s role and relationships with others still to be clarified eg Scrutiny, SSR, Calderdale Assembly
- Increasing financial pressure on all partners within the health and wellbeing landscape SSR identifies £160m savings across the system in Calderdale and Huddersfield. New CCG funding formula if implemented would add £25m to that Expectations from broader health and social care stakeholders and interests that the HWB will “champion” their issues “Promotion and guidance” from DH to local authorities/Boards on their public health duties eg tackling teenage pregnancy, NHS health checks and quality assurance of health protection arrangements. System change to improve health is fundamental but local capacity is limited by imposition of a national framework ITF is both challenge and opportunity – required to sign of an agreement in a very tight timescale where no formal governance arrangements have been in place. Great chance to change how we do things but real risk of conflict – or of ‘unintended consequences’ down the line.
- Seems there is currently cross-party support at national level for HWBs – future role in health and social care integration (not a new issue but) level of demand being placed on Boards from national level pressures has risen beyond expectation and is likely to continue – a group that meets once per Council cycle being asked to consider the whole range of health and social care issues Developing and owning a local Board agenda – we believe we could be most effective by focussing on one or two ‘wicked issues’, but how do we do this in the face of all the other competing demands? This leaves questions about whether structures are adequate – ie what about economic and community safety priorities? Do we retain current ‘wellbeing’ focus or accept a narrower health integration prioritie