Agenda item

Strategy and Interventions - How they will be delivered

Meeting of Shadow Health and Wellbeing Board, Tuesday, 29th May, 2012 2.00 pm (Item 4.)

Presentation

Minutes:

Habib Patel, Lancashire County Council, began the presentation by reminding the Board of the purpose of the Strategy:

Work together...

— Achieve shifts in the way that partners work; resulting in more effective collaboration and greater impact on health and wellbeing.

— Learn the lessons arising from this collaboration to strengthen future working together.

... Get results

— Deliver improvements in ‘priority outcomes’.

— Deliver early interventions i.e. specific areas for action that will help deliver the priority outcomes whilst ‘modelling’ desired shifts in the ways that partners work together.

Habib highlighted the four long term priority outcomes for the Health and Wellbeing Strategy 2012 – 2020:

· Maternal and child health

· Mental Health and Wellbeing

· Long term conditions

· Improve health and independence of older people

It was then explained that some Board members would take the lead role on certain key areas and a "Health and Wellbeing Interventions Leads" document was circulated. Board members confirmed they were happy with the suggested Board members for each intervention and it was agreed a final version would be circulated in due course.

Habib finished his presentation by outlining the timescales for approval of the Health and Wellbeing Strategy as follows:

— Draft Strategy sign off (10^th July)

— Interventions (2^nd September)

— Final Strategy and Interventions ( 18^th Oct)

— Launch Strategy and intervention programme (16^th Nov)

At this point Ian Roberts asked the Board in groups to consider any "concerns" they have and any "recommendations" for addressing those concerns. The Board then fed back the following results:

Concerns	Recommendation
Clinical Commissioning Group (CCG) Plans need to match with the Health and Wellbeing Strategy / Ensure dynamic processes in relationship between SHWB and CCG's	Involve CCG so that they be involved and take ownership of matching CCG Plans to Health and Wellbeing Strategy.
Duplication, Isolation and Buy In.	Ensure existing mechanisms are used to avoid duplication. Ensure communication between various groups and shared membership of groups.
Concern the Interventions become "too big" / Time commitment needed.	Clear idea of time required and timescales for completion.
Summer Holidays.	Work smarter – not everyone has to attend all meetings.
Lack of clarity of tasks.	Outcome measures and indicators
Lack of consistent approach.	Refer to framework to ensure consistent approach.
Overcomplication	Establish very clear narrative / goals.
"Re-inventing the wheel".	Share existing good practice.
Risk of "tribalism".	Whole systems approach.
Repeating failure.	Learn from mistakes.
Lack of evidence.	Ensure interventions evidence based.
Where does Public Health fit in.	New DPH sits on Health and Wellbeing Board.
"Alcohol liaison nurse" intervention too narrow.
What is the definition of Health and Wellbeing.	The Board to do further work on this.
Are the interventions deliverable in a meaningful way.	Set achievable goals.

Board members discussed the establishment of CCG Plans and that the Board is currently carrying a Provider vacancy. It was agreed that Sally Parnaby would look into the Provider vacancy and how the Board engage with providers.

Resolved: The Shadow Health and Wellbeing Board noted the presentation and comments fed back by each group.