Agenda item

The September meeting of the Board had considered the impact of Covid on the HWBB Strategy. The November workshop to explore the impact had been cancelled due to the second lockdown and a questionnaire circulated to members instead.

Overall there had been 10 responses to the questionnaire showing strong support for a focus on both Mental Health, for greater efforts to tackle the wider Determinants of Health and that the focus for delivery should be in strengthening partnerships and the JSNA.

Generally, respondents agreed it was not necessary to re-write the Strategy but there needed to be a focus on key delivery priorities.  Mental health and health inequalities were issues that needed to be prioritised.  Seven respondents believed there were gaps in the Strategy – specifically around Children and Young People, Mental health and Wider Determinants.

In terms of the Joint Strategic Needs Assessments (JSNA), respondents saw Wider Determinants of Health and Mental Health as key priorities. In terms of delivery mechanisms, the most popular was Partnership working and there was clear support for a stronger focus on the JSNA to drive decision making, particularly in the light of Covid.  

The Board saw obvious links with determinants of ill health and obesity – people should be encouraged to take a more active lifestyle and the building environment around them should be conducive to that.  They agreed that Covid had exacerbated inequalities in terms of health and this should be addressed.

A Member felt that much time was spent in considering responding to covid but more weight should be placed on the prevention agenda – a more proactive than reactive approach – where the Board could make a difference and make life easier for the NHS.  He believed there was much potential in the prevention agenda and there should be a focus on key areas.

In terms of resources, keeping people independent even 6 months longer than they might otherwise be, represents significant savings.

Mark Sutton suggested the Board should be focussed and targeted in their approach to be most effective and not try and do everything.  He believed a focus on public health of children and young people could have influence and shape early years.

The Board agreed the importance of partnership delivery – it was how well the Board linked and worked with the Integrated Care System that would make the difference. The place of the Board in the system was crucial and notably, Staffordshire Board would cover 3 ICS.

Representing Staffordshire Police, Jennifer Mattison suggested there was duplication between Boards and organisations in terms of safeguarding and health. The HWBB was a strategic board so its identified priorities should be multi agency. The Deputy Chief Executive and Director for Families and Communities, Helen Riley acknowledged the confusing partnership landscape and referred to a pending review to get clarity over lines of responsibility; identify duplication and identify where there are gaps.  A Member had experience of a similar mapping exercise which had been very useful.

The Chairman suggested there was value in a focus on children and young people as a demographic and incorporate physical and mental health and obesity.

The Director agreed that the greatest difference could be made in focussing on children and young people but they must avoid duplication with the Families Strategic Partnership Board. Both Boards shared similar priorities and she agreed to explore with Senior Commissioning Manager how to consolidate and avoid overlap. The HWBB role was to champion projects, the FSPB was to do them.  

The Director for Health and Care however,  thought it too narrow to focus on a specific demographic – while influencing children had the potential to make a difference, some priorities identified could not be limited – for example influencing infrastructure and the built environment – while there could be a greater focus on children in some areas, there needed to be a whole population approach. 

The Board were agreed on a focus on obesity but did not want to lose sight of inequalities and agreed the two were interrelated. The Chairman said the Board must be able to demonstrate a tangible difference from its actions and the more focussed the intent, the more likely that can be achieved. 

RESOLVED That (a) the Board note the findings of the survey: Strategy Questionnaire

(b) agree that the priority areas of Obesity and Mental Health be brought for discussion at the March meeting of the HWBB (from cradle to grave and multi agency approach), and,

(c) The Deputy Chief Executive and Director for Families and Communities and the Senior Commissioning Manager undertake a review of partnerships to achieve clarity over lines of responsibility; identify areas of duplication and identify where there are gaps.