Health and Wellbeing Strategy

Delivery Plan Year 1 - 2013/14

IntroductionThis Plan provides the delivery vehicle for Cornwall’s Health and Well Being Strategy over the next 12 months. The Delivery Plan focuses on the key actions that the Health and Wellbeing Board want to see implemented to support delivery of the improvements set out in the Strategy and achieve its overarching vision:

“People in Cornwall will live longer, happier, healthier lives and good health and wellbeing will be everyone’s responsibility.”

This Delivery Plan has been written at a time of major change within the health and social care sector. Given the current changes the Delivery Plan sets out some key actions that the Board feels will help embed its core functions and address issues previously raised by partners which could impact on future delivery. The Plan sets out a series of actions which seek to lay the foundations for a strong partnership. These have been titled ‘enablers’ which fall under the following headings:

• Championing and embedding health and wellbeing priorities

• Integrated and evidenced commissioning

• Targeted and timely research and analysis for decision making; and

• Focused resources

The Plan does not take action on everything at once, it is about setting a small number of key strategic priorities for action that will make a real impact and provide a platform to support the overarching outcomes articulated in the strategy.

Contents

Introduction

Championing and embedding health and wellbeing priorities

Integrated and evidenced commissioning for quality services

Focused and timely research and analysis for decision making

Targeted resources

Page

4

7

8

11

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4 | Health and Wellbeing Strategy

Championing and embedding health and wellbeing prioritiesKey Action 1

Promoting Health and Wellbeing priorities through programme of engagement and ensuring alignment of services to assist delivery

Activity

• Develop an Engagement and Communication Strategy to formalise how the Board will seek to engage, but also the mechanisms available for our communities and individuals to contribute and inform the various workstreams

• Develop a campaign plan which links in existing campaign activity and identifies those that will be explicitly supported by the Board.

• Work with Children Schools and Families Directorate (CSF), School Inspectors, Health Schools Team, Head Teachers Associations, Children and Young People and Voluntary and Community Sector (VCS) to support the development of Personal, Social Health and Economic Education (PSHE) curriculum resources and identification of specialist speakers to enhance understanding of key messages and importance of early adoption of healthy lifestyle behaviours

• Explore how the ‘Making Every Contact Count’ can be co-produced with end users to support a wider audience across the public, voluntary and community sectors to support and deliver healthy lifestyle messaging and signposting

Measures

• Engagement and Communication Strategy produced

• Health and Wellbeing Campaign Plan developed

• Working Group established and proposals reported back to Board

• ‘Making Every Contact Count’ programme developed for wider audiences across the public, voluntary and community sectors

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Key Action 3

Watching brief on changes in legislation which may impact on local delivery

Activity

• Develop and receive regular ‘Our Future Health and Wellbeing’ briefings to include:

• Funding / investment

• Legislation/ Policy updates: implications and mitigations (inc. welfare reform)

• Best practice

• Innovation

• Future risks

• Trends (Local/ National)

• Public Voice (Local/ National)

• Quality Surveillance Group Feedback

• Identified organisational / collective actions

• JSNA and ‘horizon scanning’ data used to support and inform budget decisions

Measures

• Our Future Health and Wellbeing document structure and content agreed by Board

• Our Future Health and Wellbeing document shared with stakeholders and the public at least once per calendar year.

Key Action 2

Fostering relations between partner organisations to embed the Health and Wellbeing agenda

Activity

• Identify complementary priorities and strategic linkages between the Local Economic Partnership, Cornwall Nature Partnership and Safer Cornwall which will provide a focus for jointly targeted activities

• Formalise relationship between the Health and Social Care Leadership Summit

• Programme developed to review linked organisational and partnership strategies to ensure they support and embed Health and Wellbeing priorities

• Exception reporting is received from the Safeguarding Adults Board, Safeguarding Children Board, Children’s Trust Board and Safer Cornwall Partnership Board

Measures

• Strategic priorities mapped and linked between Health and Wellbeing Board (HWB), Local Economic Partnership (LEP), Cornwall and Isles of Scilly Nature Partnership (CIOSLNP) and Safer Cornwall. Plan developed which clearly identifies joint activity

• Programme of meetings established between supporting officers of strategic partnerships to maintain and develop linkages

• Strategy reviews scheduled into work programme / forward plan

Cornwall Health and Wellbeing Board | 5

Key Action 4

Promote wider use of Health Impact Assessments in strategy and policy development

Activity

• Health Impact Assessment toolkit rolled out and integrated into organisational assessment processes

Measures

• Comprehensive Impact Assessment (CIA) adopted which provides a single assessment process for:

• Equality Impact Assessment

• Safeguarding Assessment

• Information Management Assessment

• Community Safety Assessment

• Health, Safety and Wellbeing

• Heath Impact / Comprehensive Impact Assessment scrutiny established as part of programmed strategy reviews

Key Action 5

Champion behaviour change within community and organisations

Activity

• ‘Making Every Contact Count’ Strategy and Framework Development adopted in all organisations

• Health and Wellbeing Board to be covered as key element of organisations’ programmes

• Work with voluntary and community sector organisations’ induction and community leaders to design and deliver campaigns to encourage healthy lifestyles and neighbourliness

Measures

• Number of people taking part in ‘Making Every Contact Count’ events/ training

• Resources to be developed to support induction across organisations

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Integrated and evidenced commissioning for quality servicesKey Action 6

Promote joint commissioning / co-production of strategies and sign up with commissioners on the use of and development of the Joint Strategic Needs Assessment and Health and Wellbeing Strategy

Activity

• Work with Health Scrutiny Committee / Policy Advisory Committees and Healthwatch Cornwall to challenge local and NHS Commissioning Board commissioned services to ensure they align with local needs and priorities including:

• alignment with Health and Wellbeing Strategy (HAWBS) and Joint Strategy Needs Assessment (JSNA)

• opportunities for integration (Social Care and Health)

• focus on providing quality services and improved outcomes

• inclusion of patient/ public views

• demonstrating that key processes have been undertaken i.e. Comprehensive Impact Assessment

• ensuring that safeguarding is embedded and clear expectations are set out around how we expect providers to protect the vulnerable

• Co-ordinate and host a ‘Commissioning’ summit which brings together commissioners from all sectors to:

• identify strategic direction

• set out core data requirements

• identify most appropriate mechanisms to ensure easy access and understanding of key issues and data

• Development of ‘provider’ market and information needs / exchange

• Co-produce mechanism for involvement/ engagement with provider sector

Measures

• Feedback on Commissioning and Improvement Strategies received from Health Scrutiny Committee/ Policy Advisory Committees

• Commissioning Summit hosted – with joint ‘provider’ session included in programme

Cornwall Health and Wellbeing Board | 7

Focused and timely research and analysis for decision makingKey Action 7

Commitment to tackling blockages / problems with data sharing for Joint Strategic Needs Assessment commissioning purposes

Activity

• Clear protocol developed which identifies data leads within organisations for Joint Strategic Needs Assessment requests / development and process for escalation where data blockages occur

• Multi Agency Analysts identified to work on Joint Strategic Needs Assessment, build working relationships / break down barriers etc. which will report to the Joint Strategic Needs Assessment Steering Group

• Exception reporting to Board where issues are unresolved

• Monitor and oversee development of information integration projects to ensure linkages, effective use of resources and ability to draw information for Joint Strategic Needs Assessment purposes

• Ensure adoption of Health and Social Care Information Centre (HSCIC) statutory Code of Practice on the sharing of confidential information (once published)

Measures

• Joint Strategic Needs Assessment Intelligence Protocol developed

• Number of intelligence exception reports brought to the Board

• Joint Strategic Needs Assessment requirements clearly identifiable within information integration projects

• Health and Social Care Information Centre Code of practice adopted

Key Action 8

Setting the strategic direction for the Joint Strategic Needs Assessment and ensure adequate resources are allocated to its ongoing development

Activity

• Setting a clear vision for the Joint Strategic Needs Assessment, both content/tools and milestones for year 1, year 3 and year 5.

• Joint Strategic Needs Assessment Steering Group continues to co-ordinate and oversee activity

• Develop clear project plan and milestones for the Joint Strategic Needs Assessment with aligning resource requirements

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• Consideration given to funding Joint Strategic Needs Assessment resource tool development (as appropriate)

• Joint Strategic Needs Assessment used to support Scrutiny/Portfolio Advisory Committees

Measures

• Project Plan for Joint Strategic Needs Assessment agreed

• Number of issues where Joint Strategic Needs Assessment information is used to inform Scrutiny/ Policy Advisory Committees discussions

Key Action 9

Monitoring Health and Wellbeing Strategy direction of travel through performance management processes

Activity

• Routine monitoring of national outcomes frameworks for Public Health, NHS and Adult Social Care

• Routine monitoring of local indicators including Children, Schools and Families, Community Safety, Housing, Safeguarding Adults and Safeguarding Children data

Measures

• Monitoring dashboard developed and routinely reviewed by the Board

Key Action 10

Supporting the collation and integration of service user/ patient voice through existing mechanisms i.e. HealthWatch, Scrutiny, complaints data etc.

Activity

• Local people are involved in evaluating whether engagement activity has been a success

• The Board can demonstrate that the views of the local community are influencing the planning and delivery of services

• To avoid duplication and save resources; explore options for a joined up and coordinated public consultation and involvement portal/hub

• Explore mechanisms for impact assessment post service change/ strategy implementation

Measures

• Mechanism for impact assessments post service change / strategy implementation agreed to include review of engagement activity undertaken.

• Number of strategies which clearly identify patient and public views and explain what has been done to address the issues raised.

• Working Group established to look at options for more co-ordinated consultation and involvement

Cornwall Health and Wellbeing Board | 9

Key Action 11Oversee and monitor the data relating to those with protected characteristics and identified specific health needs

Activity

• Ensure the Joint Strategic Needs Assessment builds specific resources which identify the needs / issues experienced by those with protected characteristics and identified specific health needs

• Explore appropriate mechanisms for impact assessment post service change/ strategy implementation

Measures

• Number of needs assessments completed with specific consideration given to the nine protected characteristics

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Targeted resources

Key Action 12

Lead the re-orientation of resources to targeted prevention and early intervention measures which are proven to deliver improved outcomes

Activity

• Embed prevention and wellbeing into organisational cultures and behaviours

• Commitment ‘longer term’ to proven effective interventions

• Re-orientate resources through decommissioning of ineffective interventions

• Jointly pursue new funding opportunities for research, service re-design through the new European Investment Strategy and other resources

Measures

• Number of commissioning strategies which identify and foster early intervention activity

• Number of bids submitted to secure funding for research/ pilot activity

Key Action 13

Build mechanisms for collective working which make the most of public funding in Cornwall, delivering improved outcomes and experience

Activity:

• Monitoring progress on integration locally

• Supporting commitment to integration through clear leadership and communication throughout organisations

• Utilising Integrated Care and Support Exchange (ICASE) in the work of the Board

• Preparation for Local Government Association Peer Review of the Board

Measures

• Regular reporting on activity being undertaken through the Leadership Summit.

• Joint communications developed to help embed understanding of key reasons/ needs for integration throughout workforce

• Local Government Association Peer Review completed and findings actioned

Cornwall Health and Wellbeing Board | 11

If you would like this information in another format or language please contact:

Cornwall Council County Hall Treyew Road Truro TR1 3AY

Telephone: 0300 1234 100

Email: enquiries@cornwall.gov.uk

www.cornwall.gov.uk

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