To receive a further update report from the Chief Officer Health Partnerships on the work undertaken to develop the Leeds Health and Wellbeing Strategy and includes the current working draft of the Strategy refresh.
The Chief Officer for Health Partnerships submitted a report regarding the work undertaken to develop the Leeds Health and Wellbeing Strategy and included the current working draft of the Strategy refresh.
The following were in attendance for this item:
· Cllr Fiona Venner, Executive Member for Adult and Children’s Social Care and Health Partnerships
· Cllr Salma Arif, Executive Member for Public Health and Active Lifestyles
· Tim Fielding, Deputy Director of Public Health
· Tony Cooke, Chief Officer Health Partnerships
· Wasim Feroze, Strategy Partnership Development Manager
The Executive Member for Adult and Children’s Social Care and Health Partnerships provided the Board with an overview of the ongoing work and discussions of the Health and Wellbeing Board (HWB) and how the Health and Wellbeing strategy guides action within the health and care system.
Strategy delivery was noted to be challenging given the current context of the cost-of-living crisis, pandemic recovery and staffing and accessibility issues experienced within the health and care system. It was recognised that plans therefore needed to be aspirational while also remaining realistic. The ‘Team Leeds’ approach that had been adopted during the pandemic will be incorporated as the strategy develops and is deployed.
The Chief Officer for Health Partnerships and the Strategy Partnership Development Manager presented the report, outlining the following:
Ø In response to feedback arising from the Scrutiny Board’s meeting in October, it was highlighted that greater focus had now been given to the role of carers and that one of the twelve priorities within the Strategy relates to support for carers and enabling people to maintain independent lives.
Ø The importance of equality, diversity and inclusivity was noted, recognising the needs of diverse communities across the city and to represent those needs across the West Yorkshire partnerships.
Ø The strategy will be implemented in a two-phase approach and following its formal launch in July 2023, the second phase will involve working with the Leeds Health and Wellbeing Board and partners to agree clear plans under each of the priorities.
Ø Reference was made to the links with the five breakthrough projects that have been established specifically on promoting mental health in the community; better homes for health and wellbeing; inclusive green jobs; learning outcomes for social mobility and responding to the cost-of-living crisis.
Ø The strategy and plans will run longer term, until 2030, and align with inclusive growth and climate emergency initiatives.
During the Board’s discussions on this matter, the following points were also raised:
· In response to a question regarding the effectiveness of the Marmot Approach delivery, the Board was advised that the initial processes had begun and that a report will be brought to the Executive Board in April 2023. A two year work programme is due to commence with the National Marmot Team and so the Scrutiny Board will be kept updated once the approach is launched.
· A suggestion was made for greater detail on post-natal and maternity care to be reflected in the Strategy.
· It was noted that not all Members are fully aware of the health practitioner presence and third sector projects within their respective Wards.
· Health Champion work groups and Community Committees will be utilised to increase awareness of health and wellbeing projects across the City. The HWB had also developed The Allyship programme which connects Board Members with key third sector organisations in the city.
· Actions for enhancing job opportunities, creating an inclusive economic model through tailored support, were outlined as the Lincoln Green project which linked employment opportunities to people living in their local areas, getting younger people back in education or secure jobs, the One Workforce programme, and the Leeds Health and Care Talent pipeline.
· Reversing low life expectancy will be targeted through proportionate universalism, tailoring services and infrastructure to suit the level of need in an area. Cross generational peer support and mentoring was also discussed as an effective method.
RESOLVED – That the contents of the report and the work that has been undertaken across the Partnership as part of the refresh of the
Health and Wellbeing Strategy, along with Members comments, be noted.