Suffolk’s Wellbeing BoardDr Peter Bradley – Director of Public Health, Suffolk County Council/NHSJanice Steed - LocalPartnerships

Transforming Suffolk: 2020 vision

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

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

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

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

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:

Changing the flow

Now Future

Prevention

Here & Now Prevention

Here & Now

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

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

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