DEVELOPING THE HEALTH AND WELLBEING STRATEGY Alison Wynn, Assistant Director of Knowledge Management

Purpose of today Set out the requirements of the Health and Wellbeing Strategy Provide an overview of the work done to date Outline planned next steps

Health and Wellbeing Strategy Purpose… To outline the key health and wellbeing priorities requiring collective action To set out the plans for delivery of integrated local services based on the identified needs and assets To collectively address the underlying determinants of health and wellbeing To inform commissioning decisions across local services and tackle those issues that fall across service boundaries.

Health and Wellbeing Strategy Timelines… Draft guidance outlined the following expectations: January 2012 – JSNA underway April 2012 – identify priorities from the JSNA May 2012 – develop a Health and Wellbeing Strategy June 2012 – publish Health and Wellbeing Strategy Post Royal Assent of the Health and Social Care Bill JSNA and Health and Wellbeing Strategy guidance to be published

Health and Wellbeing Strategy Locally… The Health and Wellbeing Strategy will deliver the HWB elements of the Derby Plan and prioritise the reduction of health inequalities It will highlight the HWB priorities for Derby but also the key actions to impact on them Be outcome-focused, based on the NHS, Public Health and Adult Social Care Outcomes Frameworks Aiming for publication in June

Health and Wellbeing Strategy High level priorities… More people living longer in better health Better health at work Better mental health and wellbeing More choice and influence over services Reduce health inequalities

What we’ve done so far… The JSNA… Refreshed the JSNA Reported JSNA findings to a range of groups: e.g. Health and Wellbeing Board; Chief Officer Group; Overview and Scrutiny Committee; Health and Wellbeing Network Undertaken a number of workshops

What we’ve done so far… The workshops… Conducted two sets of workshops: - maternity, children and young people - adult health and wellbeing Further workshops planned in relation to mental health

What we’ve done so far… The workshops…purpose Review JSNA findings ‘Sense-check’ with expert knowledge/ experience Identify any notable gaps Prioritise the key health and wellbeing issues Start to identify available ‘assets’ Identify key partnership actions to address the priorities

Maternity, children and young people Three issues most frequently identified as a high priority and identified as a ‘top 3’ issue…. Mental health Children living in poverty Children in care

Maternity, children and young people – group prioritisation

Adult health and wellbeing Three issues most frequently identified as a high priority and identified as a ‘top 3’ issue…. Lifestyle issues (including smoking & obesity) Deprivation (including housing issues and worklessness) Mental health and wellbeing

Adult health and wellbeing – group prioritisation

Assessing assets “In the context of the JSNA an asset could be anything that can be used to improve outcomes and impact on the wider determinants of health”. “This could be facilities such as a One Stop Shop, or green spaces; but also local businesses, local providers with a specific expertise, or capacity within the local community, such as lunch clubs for isolated older people”. Locally large number of assets started to be identified Further work required to understand fully and how they can most effectively be utilised

Assets Healthy SchoolsSchools Aids and adaptationsConnexions Derby Home: MH WorkerCold Alarms Alcohol and Drug Misuse ServicesHealth Staff Assessments MediaCAB Community NursesDerby Advice (Council i.e. Income Maximisation) Community ActionHousing Aid Neighbourhood WatchHousing Options Centre B-ActiveEconomic regeneration team Youth ServiceEnergy advice service Police/ Community PartnershipsHealthy Housing Hub Mental Health ForumSocial services YOSPrivate business e.g. Rolls Royce, Toyota Occupational HealthMilestone House …. Some of the assets to support adult health & wellbeing outcomes…

Actions A number of key themes in terms of approach were identified…. Improved understanding and co-ordination of the range of services/ assets etc. Encourage a ‘holistic’ approach – looking at an individuals range of needs, including both mental and physical health as well as wider issues such as housing etc. Encourage innovation and joint working

Adult health and wellbeing - actions Some examples…. Subsidisation, including fast food companies providing healthy options Encourage policy decisions such as providing free car- parking 10 minutes outside of the city centre, in an attempt to encourage some exercise Target private landlords offering poor accommodation, particularly to vulnerable people

Maternity, children and young people - actions Some examples…. Emphasise prevention using smarter processes, and joint commissioning strategies Tighten housing regulations, control housing stock and monitor private landlords Provide advice including educational advice, benefits and budgets advice, making individuals aware of the risks associated with high interest loans

Business and commissioning plans Organisations already have in place business and commissioning plans outlining activity planned for the coming year – these, along with ‘new’ ideas and actions need to be aligned within the Health and Wellbeing Strategy. Through the Health and Wellbeing Board and its Co- ordination Group, partners have been asked to identify two or three key planned activities that are high impact, require partnership working and link to HWB priorities.

Next steps To review and feed into Health and Wellbeing Strategy: - Findings from the workshops - Planned high impact partnership actions across range of partners Draft Health and Wellbeing Strategy for Derby including high-level priorities and small number of key actions Publish Health and Wellbeing Strategy June 2012

Challenges Collation and distillation of a lot of varied information into a Health and Wellbeing Strategy that is high-level, concise and meaningful How do we translate strategy and intention into action and change? How do we effectively monitor progress? Particularly when issues are long-standing and likely to take time to see a change?

Questions Alison Wynn, Assistant Director of Knowledge Management, Tel: