BACKGROUND TO THE HEALTH AND WELLBEING STRATEGY

1. BACKGROUND TO THE HEALTH AND WELLBEING STRATEGY Neil Revely

2. STRUCTURE OF PRESENTATION • SETTING THE CONTEXT • WHAT DO WE HAVE TO DO? • THE HEALTH AND WELLBEING BOARD • WHY A HEALTH AND WELLBEING STRATEGY?

3. SETTING THE CONTEXT • Marmot review – social determinants of health • Health and Social Care Bill – reforms to the way health services are delivered • GP led commissioning consortia • Public Health transfer to local authority • Strengthening Local Democratic & Community Leadership • Improve health and wellbeing in the local area and close the inequalities gap • Lead joint strategic needs assessments to ensure coherent and coordinated commissioning strategies • Support local voice, and the exercise of patient choice • Promote integration and joined-up commissioning of local NHS services, social care and health improvement; and • Lead on local health improvement and prevention activity.

4. WHAT DO WE HAVE TO DO? • Set up our Health and Wellbeing Board • Establish and have authorised our Clinical Commissioning Group • Put in place a Joint Strategic Needs Assessment • Establish HealthWatch • Transfer Public Health including the Director of Public Health • Develop a Health and Wellbeing Strategy BUILD AND STRENGTHEN OUR RELATIONSHIPS ACROSS THE WHOLE SYSTEM

5. CLINICAL COMMISSIONING GROUP • Sunderland CCG was established in March 2011 • Aiming to get authorisation October 2012 • Members from 54 GP practices across Sunderland • 6 GPs elected to form a Board • 2 GPs sit on the Health and Wellbeing Board • Must pay regard to the Health and Wellbeing Strategy in development of plans and priorities

6. THE HEALTH AND WELLBEING BOARD • Sunderland Early Implementer Health and Wellbeing Board formed in July 2011 • The Board will become statutory in April 2013 • Adults Partnership Board and Children’s Trust act as advisory groups to the Board • The Board will look to align commissioning priorities across the City and drive integrated working • The Board is responsible for producing both the JSNA and the Strategy

7. JOINT STRATEGIC NEEDS ASSESSMENT • The Joint Strategic Needs Assessment (JSNA) is an ongoing process to identify current and future health and wellbeing needs of the local Sunderland population • The JSNA process was launched in October 2011 with an engagement event • Information provided was used to set out 26 initial health profiles • The JSNA is one of the key ways of ensuring that the Health and Wellbeing Strategy reflects the needs of Sunderland people

8. HEALTHWATCH • The aim of HealthWatch is to strengthen patient and public voice at both local and national levels • HealthWatch will be running by April 2013 • HealthWatch will act as the patient and public representation on the Health and Wellbeing Board • HealthWatch England will provide leadership, support and advice for local HealthWatch organisations

9. PUBLIC HEALTH TRANSITION • Public health duties will transfer from the PCT into the local authority from April 2013 • Local authorities will have a new duty to improve the health of their population • Local authorities will employ Directors of Public Health

10. HEALTH AND WELLBEING STRATEGY • The Health and Social Care Bill states every local authority area must produce a Health and Wellbeing Strategy by October 2012 • The Health and Wellbeing Strategy should be a joint strategy between the local authority, the Clinical Commissioning Group and the people of Sunderland • The Health and Wellbeing Strategy will set out the health priorities for the City • The Strategy will be informed by existing City wide strategies ,the JSNA, information from providers, partners and residents • Priorities identified in the strategy will inform commissioning intentions for the City

11. WHY HAVE A HEALTH AND WELLBEING STRATEGY? • Not just because we ‘have to’ • Will ensure the City has a shared vision of what we want to achieve • Will foster joint working and partnership • Will provide a focus for decision making, commissioning of services • Will challenge partners to achieve the best outcomes for residents