Issue - meetings

- Kate Green, Scrutiny and Policy Officer

Kate Green, Policy and Scrutiny Officer, reported that the Local Government Improvement Development (LGID) had published a document, ‘New Partnerships, New Opportunities’, which pulled together 9 case studies of Health and Wellbeing Board Early Implementer areas where preparations were generally well advanced.  The report submitted summarised the work undertaken by the case study areas and where it had been used to develop Rotherham’s Board.

There were 5 stages outlined for developing a good Health and Wellbeing Board:-

Stage 1 Preparing for the Board

Rotherham had now agreed joint leads – Strategic Director for Neighbourhoods and Adult Services and the Chief Operating Officer of the Clinical Commissioning Group.  A multi-agency working group was also being established to support the Board in developing the key areas of work required including the JSNA and Joint Strategy.

Stage 2 Forming the Board

Early Implementers reflected 2 main approaches in relation to Board membership – commissioner focused or mixed-membership approach.

Many had agreed to opt for the core statutory members in the first instance until the Board took on its statutory duties and then review membership.  It may be that Rotherham wished to take this approach.

Stage 3 Work Programmes, Priorities and Commissioning

Rotherham had agreed a Board work programme based on a good practice toolkit and was to be implemented to inform agendas over the next 12 months.

The Board may wish to consider how it would manage the other business items alongside the more strategic items required.

Stage 4 Developing Joint Strategic Needs Assessments and Joint Health and Wellbeing Strategies

A proposed timetable for further development of the local JSNA and JHWS had been put in place for the Board to consider.

Stage 5 Review, Performance and Looking Forward

The work programme included milestones for self-assessment against set criteria ensuring the Board’s continued effectiveness and achievement.

The report also set out further development areas which the Board may wish to adopt or explore further.

Discussion ensued on the possibility of holding a stakeholder event as part of the JSNA and Health and Wellbeing Strategy.  The importance of asset mapping was also stressed due to diminishing resources.

The Centre for Public Scrutiny had produced a paper on Achieving an Effective Health and Wellbeing Board.  It was suggested that a meeting be held with them to discuss good practice.

It was reported that, in light of the delayed HealthWatch, the contract with LiNKS had been extended to carry out consultation on the JSNA.

Resolved:-  (1)  That the learning from the Early Implementer case studies and where it had been applied to the development of the Rotherham Board be noted.

(2)  That a session at the May meeting of the Board take place to review the future directions of the Board and to consider best practice guidelines that were becoming available.