Surrey health and wellbeing board

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  • You’ve spent some time over the past year working out Surrey HWB’s vision and ambitions. You’ve articulated both the ‘how’ and the ‘what’ you do. The blue box here is the ‘how’ and the yellow box the ‘what’ – both came from work you did together in December 2011. You’ve said you want to work through honest relationships…….etcYou’ve said that Surrey HWB will have a clear strategic commissioning purpose……etcThe speech bubbles here are quotes both from the workshop in Dec 2011 and more recently in November 2012, when you worked on an exercise about what sort of culture you wanted as a Board. This is your ambition and vision for Surrey as a HWB - is this good enough for now?
  • DinaWe gathered feedback from a huge range of different stakeholders – around 600 people attended one of our eventsA further 200 people gave us their views via an online survey
  • Dina
  • Surrey health and wellbeing board

    1. 1. Tuesday 26th March
    2. 2. • Health & Social Care Act = largest change to NHS since 1948• From April 2013 in Surrey:- 80% NHS commissioning budget devolved to GP’s via6 new Clinical Commissioning Groups (CCGs)- 20% with new NHS National Commissioning Board“Local Area Team” for Surrey/Sussex- Public Health formally becomes part of the CountyCouncil- Health & Wellbeing Board as “Committee of theCouncil”- Surrey will work on its first Joint Health & WellbeingStrategyContext
    3. 3. • CCG development• Public Health transfer• Healthwatch Surrey• NHS Complaints Advocacy• Health & Wellbeing Board• Joint Health & Wellbeing StrategyHow are we getting on?
    4. 4. CCG development
    5. 5. Surrey CCG’s• EsyDoc (East Surrey) CCG- 18 GP Practices = population circa 170k• Surrey Downs CCG- 36 GP Practices = population circa 290k• North West Surrey CCG- 43 GP Practices = population circa 350k• Guildford and Waverley CCG- 23 GP Practices = population circa 215k• North East Hants and Farnham CCG- 24 GP Practices = population circa 215k(Farnham population circa 38k)• Surrey Heath CCG- 9 GP Practices = population circa 90k
    6. 6. CCG lead areas• EsyDoc (East Surrey) CCG- 18 GP Practices = population circa 170k• Surrey Downs CCG- 36 GP Practices = population circa 290k• North West Surrey CCG- 43 GP Practices = population circa 350k• Guildford and Waverley CCG- 23 GP Practices = population circa 215k• North East Hants and Farnham CCG- 24 GP Practices = population circa 215k(Farnham population circa 38k)• Surrey Heath CCG- 9 GP Practices = population circa 90k
    7. 7. Public Health• Public Health staff have been co-located withCouncil teams since 2012• Formal transfer of people, budgets andcommissioning responsibility takes effect 1stApril 2013• This is an opportunity for the Council todevelop a dialogue with key partners andstakeholders
    8. 8. • Health & Social Care Act = largest change to NHS since 1948• From April 2013 in Surrey:- 80% NHS commissioning budget devolved to GP’s via6 new Clinical Commissioning Groups (CCGs)- 20% with new NHS National Commissioning Board “LocalArea Team” for Surrey/Sussex• Public Health formally becomes part of the County Council• By April 2013:- Health & Wellbeing Board as “Committee of the Council”- newly commissioned Surrey HealthWatch (replace LINk)- Surrey Health & Wellbeing Strategy- newly commissioned NHS Complaints Advocacy ServiceHealthwatch and ComplaintsAdvocacySurrey Independent Living Council(SILC), Citizens Advice Surrey andHelp and Care have been appointedContract commences 1st AprilSEAP appointed by tender with11 other councilsContract commences 1st April
    9. 9. What members have said:Honest relationships, mutual trust & shared leadership for the Surreysystem:- Maintaining the vision- Proactive approach: being bold, present & influential- Holding each other to accountClear strategic commissioning purpose:- Improving health of population- Working within financial limits- Agreeing priorities & implementing JHWS- Focussing on outcomes- Empowering residents“we leave ourorganisations at thedoor”HWB Board development
    10. 10. There were 14 proposed priorities from the Boards reviewof the JSNA and partner strategies:• Children’s health and wellbeing• Protecting children and young people• Integrated complex needs services• Increasing physical activity• Obesity• Diabetes• Alcohol• Stroke prevention• Long term conditions• Adult mental health• Dementia• Safeguarding vulnerable adults• Promoting independence• End of life careDeveloping the joint HWB Strategy
    11. 11. Engagement processWe engagedwith a hugerange ofstakeholders
    12. 12. During the engagement process we heard people say...Engaging with allStakeholders is importantIssues for carersshould be cross-cuttingII is not clear what the links arebetween the CJS and the Healthand Wellbeing BoardThink family needsto be includedPrisoners, homeless, gypsiesand travellers, asylum seekersand ethnic minorities health needsmust be taken in toconsiderationCarers and supportingfamilies couldbe principlesAre yougoing to reducehealth inequalities?Safeguardingshould cutthrough everythingWe told the Board what we heard
    13. 13. The Board’s final decisionAgreed Priorities Underpinning PrinciplesChildren’s health and wellbeing Centred on the person, theirfamily, and carersOlder adults health andwellbeingReducing inequalitiesDeveloping a preventativeapproachEvidence basedEmotional wellbeing andmental healthEarly interventionSafeguarding the population Opportunities for integrationImproving outcomes
    14. 14. Implementing the strategyThe Boardshowing systemsleadershipTelling the Surrey story- One version of the truth- Consistent messages- Evidence what worksIncreasing publicunderstanding- Promote personalresponsibility- Raise awareness- Challenge inequalitiesWhat can we do bettertogether?- Collaborate early- Make best use ofcollective resources andassetsHow do we work together?- Use structures that dontduplicate but add value,complement, and incentivise- Use common outcomesBeing locally accountable- Person-centred- Locally engaged- Decision-making withinvolvementChanging cultures- Personal prejudice andvested interests left at thedoor- Openness, transparency,trust between partners
    15. 15. Applying the principlesThe Board will revieweach priority using thisframework: theprinciples are points ofreference for system-wide discussionCentred on theperson, theirfamilies, and carersEarly interventionOpportunities forintegrationReducing healthinequalitiesEvidence basedImproved outcomes
    16. 16. What next?• Using the informal meeting time• Ongoing facilitated workshops• Leadership from County Council and/or lead CCG’s• Identifying and using wider partners e.g. BC/DCs, newHealthWatch• Acknowledge existing infrastructures/partnershipsbefore creating new ones• Creating space for the Health & Wellbeing Board to dothe “how do we do this?”• For each priority the Board has 6 hours of safe space(private meetings) to develop each priority plan
    17. 17. TimescaleForward plan of public meetings to launch each priorityplan:• June – mental health AND children• Sept – older adults• Dec – preventative approach• Mar 2014 - safeguarding“Surrey Health and Wellbeing Board”

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