BACKGROUND TO THE HEALTH
AND WELLBEING STRATEGY
Neil Revely
STRUCTURE OF PRESENTATION
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SETTING THE CONTEXT
WHAT DO WE HAVE TO DO?
THE HEALTH AND WELLBEING BOARD
WHY A HEALTH AND WELLBEING STRATEGY?
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.
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
CLINICAL COMMISSIONING GROUP
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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
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
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
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
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
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
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