Agenda item

To consider an update on the draft Joint Health and Wellbeing Strategy Refresh and the North West London Sustainability and Transformation Plan.

4.1       The Chairman introduced the item and thanked the Board for attending the draft Joint Health and Wellbeing Strategy workshop for Members. Two other workshops had taken place, one for commissioning teams and the other for community representatives and there had also been discussions with community groups. The Chairman reminded Members that this was the last discussion the Board would have on the draft Joint Health and Wellbeing Strategy before it was due to go to consultation at the beginning of July.

4.2       Matthew Bazeley (Managing Director, NHS Central London Clinical Commissioning Group) then provided an update on the North West London Sustainability and Transformation Plan (STP) and welcomed the collaborative and joined-up approach taken by the partner organisations in developing it. The workshops held had been successful and the commissioners and providers had worked together to take the STP forward. There had also been a constructive meeting with the Westminster Community Network. Matthew Bazeley advised that the Joint Health and Wellbeing Strategy refresh would play a critical role in driving the STP. He emphasised that the STP was pitched at North West London level under which each London borough would have its individual Joint Health and Wellbeing Strategy. Matthew Bazeley also advised that there was not to be a local tri-borough STP as had erroneously been mentioned in the report. The Board noted that the STP was due to be submitted to NHS England by 30 June 2016.

4.3      The Chairman added that there had been a constructive meeting of the eight North West London boroughs to discuss the STP on 23 May 2016 and it was crucial that local authorities were involved in developing the STP.

4.4      Meenara Islam (Principal Policy Officer) then gave a presentation on progress on the draft Joint Health and Wellbeing Strategy and explained that the three workshops that had taken place had focused on: Working with Board Members to understand the strategic priorities for the future, including integration, transformation and sustainability; working with commissioners and officers in understanding service design and delivery and in making priorities relevant and encourage joint working across organisations; and working with delivery and service user representatives to understand challenges to accessing care and improving outcomes and the role of individuals, families and communities in improving health.

4.5       Meenara Islam advised that a vision and mission statement had been drafted, as well as four main priorities to underpin these:

·         Improving outcomes and life chances for children young people

·         Reducing risk factors for, and managing long term conditions such as dementia

·         Improving mental health outcomes through prevention

·         Creating and leading a local heath and care system fit for the future.

4.6         Meenara Islam advised that a joint engagement plan was being developed and the Board was asked to consider what other activities could be undertaken during the draft strategy’s consultation. Members noted that the draft strategy was due to go to consultation at the beginning of July, with a view to proposing a revised strategy taking into account the views expressed at the November 2016 Board meeting and then adopting the strategy in December 2016.

4.7         During Members’ discussions, Janice Horsman advised that Healthwatch Westminster’s consultation framework was based on the draft Joint Health and Wellbeing Strategy’s four priorities. A survey was being undertaken and the results would be shared with the Board. Janice Horsman added that Healthwatch Westminster would also be hosting a public forum to discuss the draft strategy on 14 June. A Member welcomed the draft strategy’s style and the approachable language used and concurred that it was moving in the right direction, although the voluntary sector had made some suggestions about developing the draft strategy. She emphasised the need for the draft strategy to emphasise the need for a whole systems, cohesive approach and that it give examples of best practice or emphasise the areas that needed to be focused on.  The focus on prevention was welcomed, however the need to improve childcare services was stressed. Another Member felt that a statement setting out what was expected of providers should be included in the draft strategy. He suggested that there should be regular engagement with the community to assess if the strategy was delivering. The Member also highlighted the need for the youth to be engaged in the process and he suggested that the draft strategy could be discussed at two upcoming youth conferences taking place in June and July. Another Member commented that there needed to be a process in place which allowed providers to gauge how well they felt they were delivering.

4.8         The Chairman stated that discussions on how the strategy would be implemented had started and it was recognised that it would be operating under a tight budget. There was also a requirement to provide statutory services and so working in different ways, including increased partnership working, would be essential in being able to provide other services. She welcomed the suggestion that there be regular engagement with the community that would hold the Board to account and an annual health check could also be undertaken.

4.9         Matthew Bazeley felt that it was important to capture the thoughts and comments on the draft strategy from Westminster residents and he welcomed Healthwatch Westminster’s role in leading on this through the sessions it was providing. He suggested that National Voices could help invigorate conversation on this issue. Matthew Bazeley highlighted the need to ensure that the strategy was a live and organic document that would be easily accessible and available online, as well as being easily viewed from a mobile phone.

4.10      Louise Proctor (Managing Director, West London Clinical Commissioning Group) commented on the importance of providing good quality end of life care. Members then concurred that the reference to end of life care be included in the draft strategy and it was suggested that this could be added to the second priority. Members also agreed to Matthew Bazeley’s suggestion that the fourth priority be amended to read that “an increasingly collaborative approach is taken for a more effective local health and care system.” The Chairman welcomed any further feedback before the draft strategy goes to consultation.