Agenda item

The purpose of this paper is to:

• Share with the Board the key reflections and recommendations from the midpoint evaluation of the Kirklees Health and Wellbeing Strategy (KHWS) 2022-2027
• To propose the next steps, including plans to refresh the Strategy in preparation of it ending.

Contact: Lucy Wearmouth, Head of Public Health Improvement, and Jo Hilton-Jones, Public Health Manager. Tel: 01484 221000

Rachel Spencer-Henshall, Deputy Chief Executive and Executive Director for Public Health, advised the Board that the information being presented, represents a midpoint assessment of the Kirklees Health and Wellbeing Strategy (KHWS), which launched in 2022 and is due to expire in 2027.  A few next steps are being proposed in terms of plans to refresh the strategy in preparation for its finish.

Referring to the presentation slides, the Board was reminded of the strategic diagram previously agreed and endorsed in 2022. The diagram sets out the shared vision and the intended outcomes of Best Start, Well and Independent. To achieve these outcomes, three priority areas were identified: Mental Wellbeing, Healthy Places, and Connected Care and Support.  The Board was reminded that it has received regular updates on progress within each of these priority areas over the past two years. 

It includes factors which serve as a lens to determine how the priorities are being delivered. This includes a consistent focus on inequalities and inclusion, which are reflected in the annual reports that are produced.  Shaped by People has considered the impact of poverty on health and wellbeing, and the role of digital approaches in improving reach and effectiveness of services. There is also a focus on housing, because it is recognised that people's homes are important in terms of the effect on their health and well-being.  In addition to contributing to the climate emergency.

The Board was informed that an informal midpoint evaluation was undertaken by council officers. Partners were not involved at this stage, as it was a first draft within the council office space.  By presenting it to the Board, there is an opportunity for other people to have input and ascertain whether they agree with the initial summary.

The purpose of the initial review was to:

•       Assess whether the strategy is on track to achieve its intended outcomes

•       Identify early signs of change and emerging impacts across the three priority areas

•       Understand what is enabling or hindering successful implementation

•       Inform practical recommendations to enhance the strategy’s effectiveness through to 2027 and beyond.

The general reflections were:

Strategic Ownership

•       The vision remains relevant & widely supported, especially the focus on the wider determinants of health

•       Some system-wide embedding of the strategy, but it could be further strengthened

Delivery and Accountability

•       Roles of project management, delivery and accountability would benefit from further clarity 

Outcomes Focus

•       Current outcomes framework would benefit from being less complex

•       Questions around how outcomes are demonstrated

•       The strategy would benefit from a simplified, outcome-driven approach with clearer measurements

Key challenges and opportunities

•         The Board was informed that there is a need for clear leadership and governance of the strategy, and how can the Board and respective organisations be used to look at that.

•         In terms of accountability, ensure clear roles, responsibilities and monitoring are in place.

•         Develop a simplified version of the outcomes framework, refresh the language and structure of the strategy and adopt a ‘Theory of Change’ model to clarify how activities lead to measurable outcomes and responsibilities. 

•         In respect of delivery ensure consistent implementation across the three priorities.

•         Community Voice - Develop mechanisms for community input to be consistently used.

•         Fully Integrate Mental Health - embed mental wellbeing across all themes.

•         Focus Healthy Places Delivery - co-design clear, measurable priorities with key partners and assign leadership.

•         Organisational Context - national NHS reforms and priorities create uncertainty and highlight the need for strategic alignment.

•         Align with National Policy and Health Plans: Refresh the strategy to reflect the 10-Year Health Plan and government priorities, enabling place-based planning and investment.

The Board was informed that, in terms of next steps, it is proposed to pause any immediate refresh of the strategy. This reflects the current uncertainty around the future role of the Health and Wellbeing Board in neighbourhood-level delivery, as well as the evolving structure of the local integrated care system.

The current strategy remains fit for purpose and will be retained in its existing form. The proposal is to bring it back to the Board in six months, once there is greater clarity on the direction of travel. At that point, a more comprehensive evaluation will be undertaken to assess what needs to be done differently. This will help ensure that the next iteration of the strategy, over its five-year lifespan, delivers meaningful and measurable improvements for the local population.

RESOLVED: 

That:

a)    Rachel Spencer-Henshall be thanked for presenting a midpoint assessment of the Kirklees Health and Wellbeing Strategy (KHWS) 2022-2027 and next steps

b)    the Board notes the findings and recommendations of the KHWS midpoint evaluation.

c)    the Board supports the proposal that the strategy is brought to the Board in six months, and;

d)    supports the proposal that when the strategy is refreshed that the Health and Wellbeing Board provides a strategic steer on how this progresses.