suffolk’s wellbeing board dr peter bradley – director of public health, suffolk county...
TRANSCRIPT
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Suffolk’s Wellbeing BoardDr Peter Bradley – Director of Public Health, Suffolk County Council/NHSJanice Steed - LocalPartnerships
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Transforming Suffolk: 2020 vision
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Suffolk’s ambition
• A broad view of wellbeing outcomes
• Collaborative leadership
• Evidence and understanding ‘root causes’
• Shared priorities that can make an impact
• Doesn’t do everything – need to focus
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Suffolk’s ambition
• Builds community responsibility and capacity
• Collective and transparent accountability
• Based on the right relationships/trust
• Networked & enables flexible delivery
• Long term perspective
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What stakeholders are telling us…
How to impact on reducing service demand
‘Iconic’ targets
Focus on the person not
organisation
Culture change for better integrated
working
Board an enabler to unblock blockages
Evidence base important
Must make a difference
Not a talking shop
Clarity on accountability – as Board and from own
organisation
Streamline partnerships Build on good practice
(eg: SNTs)
Flexible ways of working
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Options being considered
Scope Just health/care/ public health
Broader definition of wellbeing using broader multi-agency approach
Function Sets strategic framework according to need and monitors progress
Commissions for joint priorities
Focus Focused on outcomes and supporting Board members to achieve them
Focused on action and gets key projects done
Current partnerships One main wellbeing Board with broad remit
Keep some partnership Boards e.g. Children’s Trust
What type of issues Focus on county issues Focus on locality issues
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Priority areas?
• Frail elderly• Families with complex
needs• Personal, social &
emotional development for under 5s
• Job creation
• 16-25 year olds • Reducing inequalities • Improving health
outcomes for all • Renewable energy• Educational attainment • Mental Health
Stakeholder suggestions:
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Changing the flow
Now Future
Prevention
Here & Now Prevention
Here & Now
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NHS Forum for the Future - Boards
• Focal point for ensuring the local health needs are met
• Should have shadow health and wellbeing boards as soon as possible to build strong local relationships and understand local health and care needs
• Joint health and wellbeing strategy a focal point for local decision making about the commissioning of health and care services
• Board’s role should be strengthened
• Boards should agree commissioning plans
• There should be a strong role for clinical and professional networks to advise the health and wellbeing boards
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Defining key principles
Priorities for Board development:
• Finding “The difference that makes a difference”• Right issues and recognising success• Information (including from the “coalface”)• Existing partnerships• What will compel partners to commit to the Board• Learning by doing
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The journey: where we are
Jan ‘11 Jun ‘11 Jul ‘11
1st Board2 March Stakeholder event
Apr ‘11Mar‘11 Sep ‘11
Pre- Board 2nd Board
Nov/Dec ‘11
3rd Board
Wide Stakeholder engagement
1. Setting Ambition for
Board
Structured engagement with key stakeholders to
develop & establish Board
Agree scope and forward work plan
Learning by doing & Reality check impact of Board
Review so Board ‘fit for purpose’
2. Co-creating Board scope,
purpose & ways of working
3. Learning by Doing
4. Testing the Board
5. Setting the Board’s Future
Direction
Mar/Apr ‘12