The Health and Wellbeing Board is a partnership bringing together key local leaders from the City Council, NHS and the wider community to improve the health and wellbeing of the population of Nottingham and reduce health inequalities through:
- Developing a shared understanding of the health and wellbeing needs of its communities from pre-birth to end of life including the health inequalities within and between communities
- Providing system leadership to secure collaboration to meet these needs more effectively
- Having strategic influence over commissioning decisions across health, public health and social care encouraging integration where appropriate
- Recognising the impact of the wider determinants of health on health and wellbeing
- Involving patient and service user representatives and councillors in commissioning decisions
Chair: Councillor Nick McDonald (City Council Portfolio Holder with a remit covering health)
Vice-Chair: Dr Marcus Bicknell (NHS Nottingham City Clinical Commissioning Group)
Other voting members: Nottingham City Council – Portfolio Holder with a remit covering children’s services, two other City Councillors, Corporate Director for Children and Adults, Director of Adult Social Care, Director of Public Health
NHS Nottingham City Clinical Commissioning Group – Chief Officer, two other members of the Governing Body
NHS England – one representative
Healthwatch Nottingham – one representative of the Board
One representative from each of Nottingham CityCare Partnership, Nottingham University Hospitals NHS Trust, Nottinghamshire Healthcare NHS Foundation Trust, Nottingham City Homes, Nottinghamshire Police, Department for Work and Pensions, Nottinghamshire Fire and Rescue Service, Nottingham Universities; and up to two individuals representing the interests of the Third Sector.
The role of the Health and Wellbeing Board includes:
- Publishing a Joint Strategic Needs Assessment to provide an evidence base for future policy and commissioning decisions
- Producing a Joint Health and Wellbeing Strategy to identify priorities and provide a strategic framework for future commissioning
- Considering local commissioning plans to ensure that they are in line with the Joint Strategic Needs Assessment and Joint Health and Wellbeing Strategy
- Encouraging integrated working between health and social care commissioners
- Overseeing the Better Care Fund (because some members of the Board represent provider organisations, strategic funding decisions relating to the Better Care Fund have been delegated to a Health and Wellbeing Board Commissioning Sub-Committee)
- Encouraging close working between health and social care commissioners and those responsible for the commissioning and delivery of services related to the wider determinants of health
The detailed terms of reference for the Board can be found in the City Council’s Constitution.
Meetings of the Board are open for members of the public to attend and listen to the discussion. Information about Board meetings, agendas and minutes is published on the City Council’s website. Board meeting agendas include an opportunity for members of the public to ask questions about matters within the Board’s remit, and up to 30 minutes is allocated for the Board to receive, and respond to questions. It is not necessary for questions to be submitted in advance but it would be helpful if questions could be submitted at least 24 hours before the meeting to enable the Board to provide as full a response as possible. Questions to the Board can be submitted to firstname.lastname@example.org. The acceptance of questions at the meeting is at the discretion of the Chair and any inappropriate questions, for example those that are outside the remit of the Board or vexatious will not be considered.
Joint Strategic Needs Assessment
Joint Strategic Needs Assessments (JSNAs) are local assessments of current and future health and social care needs that could be met by the City Council, Clinical Commissioning Group or NHS England. The Board has a duty to prepare and regularly refresh a Joint Strategic Needs Assessment, including a Pharmaceutical Needs Assessment to provide an evidence base for informing future commissioning decisions. The published chapters of the JSNA can be accessed from Nottingham Insight.
Joint Health and Wellbeing Strategy
The Board has a duty to prepare a Joint Health and Wellbeing Strategy for meeting needs identified in the JSNA. The current Strategy was agreed in July 2016 and sets agreed priorities for the next four years. The aim of the Strategy is to increase healthy life expectancy in Nottingham and make it one of the healthiest big cities; and to reduce inequalities in health by targeting the neighbourhoods with the lowest levels of healthy life expectancy. The Strategy sets out a commitment to achieving the following four outcomes:
- Children and adults in Nottingham adopt and maintain healthy lifestyles
- Children and adults in Nottingham will have positive mental wellbeing and those with long-term mental health problems will have good physical health
- There will be a healthy culture in Nottingham in which children and adults are supported and empowered to live healthy lives and manage ill health well
- Nottingham’s environment will be sustainable; supporting and enabling its citizens to have good health and wellbeing
Scrutiny of the Board
The Board is subject to the statutory health scrutiny function of the City Council and all Board partner organisations agree to provide information to; attend meetings of; and answer questions from the relevant health scrutiny committee about the planning, provision and operation of services within their area.
The Board has agreed a working agreement with health scrutiny and Healthwatch Nottingham setting out the relationship between the three bodies, their obligations to each other and how they will work together to improve health and social care services for people in Nottingham.
For further information about the Health and Wellbeing Board please contact Jane Garrard on email@example.com
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