BACKGROUND TO THE HEALTH AND WELLBEING STRATEGY. Neil Revely

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1 BACKGROUND TO THE HEALTH AND WELLBEING STRATEGY Neil Revely

2 STRUCTURE OF PRESENTATION SETTING THE CONTEXT WHAT DO WE HAVE TO DO? THE HEALTH AND WELLBEING BOARD WHY A HEALTH AND WELLBEING STRATEGY?

3 SETTING THE CONTEXT Marmot review social determinants of health Health and Social Care Bill reforms to the way health services are delivered GP led commissioning consortia Public Health transfer to local authority Strengthening Local Democratic & Community Leadership Improve health and wellbeing in the local area and close the inequalities gap Lead joint strategic needs assessments to ensure coherent and coordinated commissioning strategies Support local voice, and the exercise of patient choice Promote integration and joined-up commissioning of local NHS services, social care and health improvement; and Lead on local health improvement and prevention activity.

4 WHAT DO WE HAVE TO DO? Set up our Health and Wellbeing Board Establish and have authorised our Clinical Commissioning Group Put in place a Joint Strategic Needs Assessment Establish HealthWatch Transfer Public Health including the Director of Public Health Develop a Health and Wellbeing Strategy BUILD AND STRENGTHEN OUR RELATIONSHIPS ACROSS THE WHOLE SYSTEM

5 CLINICAL COMMISSIONING GROUP Sunderland CCG was established in March 2011 Aiming to get authorisation October 2012 Members from 54 GP practices across Sunderland 6 GPs elected to form a Board 2 GPs sit on the Health and Wellbeing Board Must pay regard to the Health and Wellbeing Strategy in development of plans and priorities

6 THE HEALTH AND WELLBEING BOARD Sunderland Early Implementer Health and Wellbeing Board formed in July 2011 The Board will become statutory in April 2013 Adults Partnership Board and Children s Trust act as advisory groups to the Board The Board will look to align commissioning priorities across the City and drive integrated working The Board is responsible for producing both the JSNA and the Strategy

7 JOINT STRATEGIC NEEDS ASSESSMENT The Joint Strategic Needs Assessment (JSNA) is an ongoing process to identify current and future health and wellbeing needs of the local Sunderland population The JSNA process was launched in October 2011 with an engagement event Information provided was used to set out 26 initial health profiles The JSNA is one of the key ways of ensuring that the Health and Wellbeing Strategy reflects the needs of Sunderland people

8 HEALTHWATCH The aim of HealthWatch is to strengthen patient and public voice at both local and national levels HealthWatch will be running by April 2013 HealthWatch will act as the patient and public representation on the Health and Wellbeing Board HealthWatch England will provide leadership, support and advice for local HealthWatch organisations

9 PUBLIC HEALTH TRANSITION Public health duties will transfer from the PCT into the local authority from April 2013 Local authorities will have a new duty to improve the health of their population Local authorities will employ Directors of Public Health

10 HEALTH AND WELLBEING STRATEGY The Health and Social Care Bill states every local authority area must produce a Health and Wellbeing Strategy by October 2012 The Health and Wellbeing Strategy should be a joint strategy between the local authority, the Clinical Commissioning Group and the people of Sunderland The Health and Wellbeing Strategy will set out the health priorities for the City The Strategy will be informed by existing City wide strategies,the JSNA, information from providers, partners and residents Priorities identified in the strategy will inform commissioning intentions for the City

11 WHY HAVE A HEALTH AND WELLBEING STRATEGY? Not just because we have to Will ensure the City has a shared vision of what we want to achieve Will foster joint working and partnership Will provide a focus for decision making, commissioning of services Will challenge partners to achieve the best outcomes for residents