Agenda item

Report and presentation of Liz Gaulton, Director of Public Health and Wellbeing

Further to Minute 47/18, the Board considered a report and received a presentation of Liz Gaulton, Director of Public Health and Wellbeing which reported on the outcomes of the public consultation on the Joint Health and Wellbeing Strategy proposals and presented an initial draft Health and Wellbeing Strategy for consideration and endorsement.

The report indicated that the current Health and Wellbeing Strategy covered the period 2016-19 so a new Strategy for 2019-23 was being developed for approval and adoption in autumn 2019. Work had been underway since October 2018 to develop the new place-based Joint Strategic Needs Assessment for the city. The process had involved the collection of ‘hard’ evidence from data sources, as well as consultation with local stakeholders - organisations and individuals - to understand the key issues facing local communities. The full citywide profile had been published and was a key source of evidence to inform the draft Health and Wellbeing Strategy. A copy of the citywide profile was set out at Appendix 1 to the report.

Pilot place-based JSNAs had been undertaken in the Moat and Families for All (Foleshill) Family Hub areas, and these locality profiles would be shared with the Board when finalised. Locality based profiles were to be produced for each of the eight family hub areas using both data and engagement outputs.

At the last Board meeting on 8 April, the Board had endorsed the proposed approach to developing the new Health and Wellbeing Strategy. Since then, public consultation had been undertaken on the proposed framework and priorities for the refreshed Strategy which were informed by data evidence from the JSNA; the outcomes of the senior partner workshop facilitated by the King’s Fund held in March 2019; and learning from a stocktake of the current Health and Wellbeing Strategy. The consultation proposals included:

i) a long-term vision for change: 3 strategic ambitions for the next 4 years

ii) how we will do this – our population health framework

iii) making it real – specific priorities / areas of focus where together we can make a tangible difference in short-term and learn how to do things differently.

A copy of the consultation leaflet summarising the proposals was set out at a second appendix to the report.

The report referred to the consultation and engagement process for the refreshed strategy which was an extension of the JSNA engagement activity over the previous six months. The widely promoted public consultation period ran from 10^th May to 3^rd June 2019. Opportunities were provided for both online and face to face consultation with stakeholders, further details of which were set out in the report.

The consultation feedback demonstrated broad support for each of the three proposed strategic ambitions along with support for the proposed population health framework. Participants were asked to identify 3 initial priorities that partners should focus on in the short term and young people’s mental health and social isolation were the two options that received the greatest response. Some key themes and messages emerging from the consultation were:

·  Communication – a demand for better communication between public sector and communities and more accessible information

·  Networks – there was a need for networks to facilitate connections between small community and voluntary sector groups and organisations and a forum for engagement between the third sector and public sector leads.

·  Making it happen – a challenge to demonstrate how the Strategy wold be delivered and the impact measured.

A report on the outcomes of the consultation was set out at Appendix 3 to the report.

Scrutiny Co-ordination Committee had considered the consultation proposals on 19^th June, 2019 and had requested:

i) Embedding climate change issues in the strategy

ii) Consultation and engaging directly with Councillors in relation to any future consultations

iii) Encompassing Licensing and Planning issues as a way of tackling health inequalities.

A draft Health and Wellbeing Strategy 2019-23 had been developed building on the consultation proposals and informed by the consultation feedback, a copy of which was set out at appendix 4 to the report. The report highlighted some key points of feedback, how these had been reflected in the draft strategy and what had changed from the consultation proposals as a result of the feedback received.

Part 1 of the Equality and Consultation Analysis was completed prior to consultation and was set out at Appendix 5 to the report. It was concluded that the approach outlined in the consultation proposals was anticipated to have a positive equalities impact and lead to a much better understanding of the needs of people with protected characteristics. Further work on engagement would be undertaken as part of the specific focus on ‘working differently with our communities’. Part 2 of the analysis would be completed when the final strategy was to be presented to the Board in October for final approval.

The report detailed the next steps in the development of the Strategy.

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

·  Support for the draft strategy

·  An acknowledgement of the need to align strategies across the Coventry and Warwickshire health and care system

·  Clarification about the links to the current work on domestic violence, which also had a new strategy

·  Support for the strong measures about working differently with communities

·  The need for engagement with young people to frame the area of focus on young people’s mental health

·  Consideration to be given to the use of deficit language in the strategy, so avoiding stigmas

·  Whether there should be focus by the Board on climate change, in particular the role of the NHS in reducing carbon admissions, and links with the Council’s emerging climate change strategy

·  The inclusion of long-term goals arising from the strategic ambitions – for 5 to 10 years and 20 years rather than just the four-year period covered by the strategy

·  The broad strategic ambitions and areas of focus needing clear and specific definitions, with measurable outcomes so that impact could be monitored and evidenced.

RESOLVED that:

(1) The Coventry Joint Strategic Needs Assessment Citywide Profile be noted.

(2) Having considered the outcomes of the public consultation on the Joint Health and Wellbeing Strategy proposals; the comments on the consultation proposals from the Council’s Scrutiny Co-ordination Committee; and the draft strategy, the draft Coventry Health and Wellbeing Strategy 2019-23 be endorsed.

(3) The process and timeline for finalising, approving and adopting the Health and Wellbeing Strategy be noted.

(4) Consideration be given to making reference to climate change within the strategy along with long term goals in support of the strategic ambitions.

(5) The role that all partners can play to reduce climate change to be the subject of a report to a future Board or Place Forum meeting.