Agenda item

Mark Adams, Director of Public Health South Tees

The Health Improvement Manager for Public Health South Tees delivered a presentation to the Live Well South Tees Board regarding recommendations for the Mission-led approach to the Health and Wellbeing Strategy.

 

The Live Well South Tees Board had agreed to a “Mission-led” approach for the development of the Health & Wellbeing Strategy and the Joint Strategic Needs Assessment (JSNA).

 

Members were advised that the Mission-led approach was about shifting from working in isolated silos, where each agency fixed its own small problems, to collaborating across organisations and with communities, tackling the deeper issues together and creating bigger lasting changes.

 

Missions were measurable, ambitious and time-bound objectives that had the potential to help enable transformative change.

 

The Live Well Board were asked to consider the following recommendations and provide comment:

 

System Leadership

 

Recommendation 1

 

We will identify system leaders for each mission considering the importance of developing new system leaders and engaging with latent system leaders.  We will establish our long-term approach to give confidence that our System Leaders could be part of leading something that has the chance to produce real change across partners.

 

It was advised that 4 System Leaders had been appointed but there were 5 outstanding vacancies.

 

Recommendation 2

 

We will develop a model of support for System Leaders that considers:

 

·        Supportive methodologies for problem-solving and decision making

·        Clarity on the role of System Leader, focusing on leadership, insight and learning

·        Training and support on building a learning culture, capturing, sharing learning and contributing to the development of the learning framework

 

Recommendation 3

 

We will create a regular facilitated space for System Leaders to identify and share learning, achievements, barriers, issues and decision-making governance.

 

Mission-Level Governance

 

Recommendation 4

 

We will develop mission-led governance structures to support the delivery of the missions that consider devolved autonomy to facilitate information sharing, support mission leadership and enable more agile decision-making across agencies.

 

 

 

Recommendation 5  

 

We will connect our mission-led approach to the Tees Valley Anchor Network to explore the additional value we could generate by co-ordinating missions across approaches to procurement, employment, education and environment.

 

Engaging Communities and People

 

Recommendation 6

 

We will develop a model of mission-level community engagement that is embedded into policy development, decision making and learning processes to inform the development of our plans and approaches to deliver the missions.

 

Developing our Learning Approach

 

Recommendation 7

 

We will develop our learning approach and shared understanding of system change building on the learning from YGT to co-ordinate action across agencies to deliver our Missions.

 

Delivery through the Policy Frameworks and Powers

 

Recommendation 8

 

We will work with both Council’s and partners to embed the ambitions of the Health and Wellbeing Strategy Missions into organisational policy frameworks.

 

Recommendation 9

 

We will consider how we can better use roles and powers of both Council’s (and partners) to deliver our Missions.

 

Following the presentation Board Members discussed the recommendations the following points were raised.

 

·        Duplication, lots of work already being undertaken across Tees for example in children’s mental health, would it be possible to link in with this work to avoid duplication

·        Narrowing the outcome gap already had a workstream

·        Key part is scoping what is already in place

·        What does it mean for the system leaders, it is a big ask

·        Need to understand existing landscapes and structures

·        Could be conflict between system leads and providers

·        Recommendations had a negative tone structural issues/barriers – building and improving is what we want

·        Assumption that current work is not working – lots of great work going on, need to understand what work is going on and build on it

·        A lot of reliance on system leaders

·        Should there be a system co-ordinator?

·        Information sharing – where will information be held and who would have access to information

·        Data sharing agreements would need to be put in place

·        Need to understand what is meant by devolved autonomy, we have some governance processes in place 

·        Could the Poverty Network be across South Tees instead of just in Middlesbrough

·        Poverty is a negative word

·        Good to get positive lived experiences

 

AGREED: That the Board concluded that they were not able to endorse the recommendations at this current time and requested that this item be brought back to a future meeting of the Live Well South Tees Board.