Agenda item

2:20

20 minutes

Person(s) responsible:                    All Partners

Person coordinating report:           Director of Public Health

Attached at HWB7 is the draft revised Joint Health & Wellbeing Strategy for 2016/17 together with the performance against outcomes in the 2015/16 Strategy. The cover report to this document sets out the process for revision and also contains the views of the Oxfordshire Joint Health Overview & Scrutiny Committee put forward at its meeting on 30 June 2016.

The Health & Wellbeing Board is RECOMMENDED to:

(a)   consider the views of the Health Overview and Scrutiny Committee, the content of the Joint Strategic Needs Assessment (which was presented to this Board in March 2016) and the performance against outcomes in the 2015-16 JHWBS in suggesting any final amendments to the document; and

(b)accept the JHWBS as the basis for its work in 2016-17.

The Board had before them for approval the draft revised Joint Health & Wellbeing Strategy for 2016/17, together with performance against outcomes in the 2015/16 Strategy.

The Board addressed the comments on the draft Strategy made by the Oxfordshire Joint Health Overview & Scrutiny Committee (HOSC) at its meeting on 30 June, with the following responses:

·         The Strategy covered a broad spectrum of services with diverse accountabilities. Its aim was to keep a broad view of the impact of the Board on the population. This was done by using measurement of population via population outcomes which were listed in the performance framework and monitored regularly. The Board was open to suggestions about how to improve this. In response to specific questions raised by members of the Oxfordshire Joint Health & Overview Committee (HOSC) about the impact of service changes, the Board reminded HOSC that since the proposed Strategy had been compiled, the Comet Bus Service had been launched and discussions had taken place with Children’s Centres and Housing Related Support. In addition, it was reported that 35 outcome measures from last year’s Strategy were showing an improvement, which showed that it was making a difference and having an impact on the population;

·         Similarly, the STP, which did not exist as yet, would include NHS system-based plans covering 3 counties. The Joint HWB Strategy was solely Oxfordshire’s document and is a population-based approach. There would be opportunity to clarify the ongoing relationship between the two strategic plans as the STP was developed, but in the meantime the need for the Joint Health & Wellbeing Strategy remained.

·         HOSC’S suggestion that it would be helpful to include a full summary of the previous year’s performance in order to more fully understand the proposal outcomes was taken on board;

·         Similarly, the comment that there was too little detail on who implemented the work to meet the outcomes, and how they were held to account, was taken on board.

·         There was no charge for the reablement service, thus the information was complete and the service was for the population as a whole.

During discussion, the Board AGREED the following actions:

(a)  more information from Public Health on the reasons why not all children were receiving meningitis inoculations;

(b)  with regard to Priority 2 ‘Narrowing the gap for our most disadvantaged and vulnerable groups’, proposed outcome 2.5 ‘Reduce the persistent absence of children subject to Child in Need and a Child Protection Plan’ – it was suggested that officers investigate if MASH could have an involvement;

(c)  there was a need to take action, without detracting from, or at the expense of the universal services,  to analyse inequality gaps; for example in outcomes for people in ethnic groups. Appropriate targets could then be set with the aim of improving outcomes for those with the worst outcomes. It was noted that the Health Improvement Board was already doing this for some areas of their work and that this should become more widespread practice across all the Partnership Boards/JMGs; and

(d)  taking into account the above, and having considered the views of HOSC, the content of the Joint Strategic Needs Assessment (which had been presented to the Board at its March meeting), and the performance against outcomes in the 2015-16 Strategy, to accept the Strategy as the basis for its work in 2016-17.