Workshop - Health and wellbeing boards & strategies
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Workshop - Health and wellbeing boards & strategies

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    Workshop - Health and wellbeing boards & strategies Workshop - Health and wellbeing boards & strategies Presentation Transcript

    • Welcome Health and Wellbeing Boards & Strategies Facilitated by Rachel Harris National Expert Advisor CfPS
    • Statutory Health and Wellbeing Boards
      • Current Health Partnerships
      • The Health & Social Care Bill impact
      • Statutory Health & Wellbeing Boards
        • Scope and strategic role
        • Membership
      • Involving the Community and Voluntary Sector
      • Group Discussion
    •  
    • Bristol Health & Wellbeing Board membership
      • Chief Executive, The Care Forum (Chair)
      • Executive member of Care and Neighbourhoods, Bristol City Council
      • Strategic Director of Health and Social Care, Bristol City Council
      • Director of Public Health, Bristol City Council and NHS Bristol
      • Chief Executive, Wellspring Healthy Living Centre
      • Chief Executive, Knowle West Healthy Living Centre
      • University of West of England / University of Bristol
      • Equalities in Health and Social Care Partnership
      • Business West
      • Chief Executive, Wesport
      • VOSCUR
      • Primary Care
    •  
    • The Changes : Statutory Health & Wellbeing Boards
      • Local Authorities have responsibility for improving health & wellbeing and to lead on Public Health
      • Improve strategic co-ordination of commissioning services – NHS, Social Care, related children's and public health
      • Bring together the key people – elected, officers & patient representation
      • Core members:
        • GP Consortia and the Director of Adult Services,
        • Director of Children's Services, and Public Health,
        • local Healthwatch representative, at least one local elected representative + invitees
      • /Continuation
      • Geographically flexible to ‘make sense locally’
      • Create a joint Health & Wellbeing strategy that spans above and beyond eg. Housing
      • Enhanced Joint Strategic need assessment. (JSNA)
      • New legal obligations and responsibilities
      • Strategy will create framework to developing plans for all relevant services
      • Influence, shape and drive services via ‘collaborative leadership
    • The Community + Voluntary Sector
      • Commissioning
      • Direct Services (Paid)
        • Eg. Care Services, Alcohol Counselling, Palliative / Hospice Care
      • Support Services (Paid & Unpaid)
        • Eg. Visiting schemes, Advocacy services, venues for services
      • Advocates and Advisors
      • At Commissioning Boards or Forums
        • Eg. Tenants + Resident Associations, Alzheimer Society, Rethink, Age UK, Turning Point
      • Autonomous Groups
      • Clubs, Societies, interest Groups
    • Current Routes to Influence
      • National Representation
      • Local Strategic Partnership
      • Participatory Budgeting Process
      • Via PCT Commissioners
      • Professional Executive Committee and GP’s
      • Individual cabinet members / senior officers / NHS directors
      • Representation of patients and carers
        • Via Local Authority Scrutiny
        • LINks (Healthwatch)
        • Patient Panels
    • Opportunity - CfPS View Transparent Inclusive Accountable Who makes the decisions about services and why those decisions have been made? Has the service provider ensured that they have identified all those that need to access services. Have they been listened to? Can we identify who can change the way the service runs and who is responsible for how and what happens? What can the CVS do to use these changes to get the best Public Health services for their communities?
    • Group Workshop Discussions