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Developing Calderdale’s Wellbeing Strategy Owen Williams Chief Executive Calderdale Council

Calderdale Assembly. Developing Calderdale’s Wellbeing Strategy Owen Williams Chief Executive Calderdale Council. Ziegarnik Effect. Be the change you want to see in the world. Ghandi. Culture. Labels Paternalism Dependency Attitude Geography. Health and Wellbeing Board.

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Developing Calderdale’s Wellbeing Strategy Owen Williams Chief Executive Calderdale Council

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  1. Calderdale Assembly Developing Calderdale’s Wellbeing StrategyOwen Williams Chief Executive Calderdale Council

  2. Ziegarnik Effect

  3. Be the change you want to see in the world Ghandi

  4. Culture Labels Paternalism Dependency Attitude Geography

  5. Health and Wellbeing Board • Health and Social Care Bill 2011introduces HWBs from 2013. • Responsible for production of a JSNA and for producing a ‘Joint Health and Wellbeing Strategy’ • Currently operating in “Shadow form” • Not LSP Mark 2 The Health and Wellbeing Board becomes the forum where the widest possible view of wellbeing - economic, social and environmental - is taken and championed

  6. Calderdale Needs Assessment • A wide interpretation of wellbeing adopted • The CNA pulls data and intelligence from a number of sources • Messages pulled together for this Assembly is the start of the process The ambition is joined up intelligence and analysis across partners to underpin priorities

  7. HWB Role Championing selected priorities Challenging Holding to account Review Statutory responsibilities Individuals The Strategy Process Assembly Priorities based on HWB Principles HWB prioritisation. Why/Why Not? Calderdale Needs Assessment Institutions CCG Thematic Groups Ideas not accepted as priorities taken forward by partners Others

  8. Wellbeing Strategy • “Calderdale is an attractive place where people are prosperous, healthy and safe, a place where we value EVERYONE being DIFFERENT and through our actions demonstrate that EVERYONE MATTERS”. • The strategy will have a 10 year timeframe, be evidence-based, and focus on a few key priorities. The Wellbeing Strategy becomes the overarching strategic focus for Calderdale

  9. Wellbeing Strategy – Role of HWB • Agree the process for producing the strategy • Demonstrate leadership by deciding the strategy’s priorities and managing any conflict • Exhibit collective and individual responsibility • Set the priorities but not be involved in delivery The HWB becomes the champion for change and improvement in Calderdale

  10. Role of the First Assembly • Wide engagement and involvement with groups and partners • Agree key needs • Calderdale-wide invitation to submit priorities The Assembly to be a forum for review and challenge and to celebrate achievements

  11. Priorities • The strategy will have 4/5 high-level priorities • Some criteria for selection have been suggested • Suggestions for priorities welcomed – business case process launched today • Unsuccessful ideas still taken forward by partners Partnership roles and relationships will flow from the priorities in the Strategy

  12. If you want to walk fast, walk aloneIf you want to walk far,walk together Adam Kahane

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