Agenda item

Purpose: To present the framework in its entirety to the Board.

Lesley Wyman gave a presentation to the Board updating them on the Health and Wellbeing Performance Management Framework. In summary:

• She had brought a paper to the November 2013 Board meeting which suggested that national performance outcome indicators were used, supported by local indicators relating to all priorities and underlying themes;
• It was felt at the Board meeting that there were too many high level indicators, which carried a risk of duplication as many were already reported on in other places.
• At the Board meeting in January it was suggested that five to eight national outcome indicators be used to monitor progress in priority areas.
• Feedback suggested that there were still too many outcomes and that a single performance framework was required for the work of the Board.
• The next steps were to agree a reduced list of national outcomes indicators and short list of local indicators based on the current Health and Wellbeing Strategy and Action Plan.
• A final report using these indicators would be brought to the Board meeting in May identifying progress made in the first year.

RESOLVED that an item on the Performance Framework for 2013/14 be added to the Health and Wellbeing Board’s Forward Plan for the next meeting in May.

·        The planning for the Performance Framework for 2014/15 would take a very different form. Priorities would be agreed from the Joint Strategic Needs Assessment (JSNA). Consultation would take place and Healthwatch would be involved in this. 

·        It was acknowledged that the Board did not have the capacity to focus on everything and therefore would have specific areas of focus.

·        A continuum approach would be adopted that ranged from prevention and early intervention through to treatment and rehabilitation.

·        There needed to be a focus on universal services as well as a targeted approach for vulnerable groups.

·        As well as focusing on joint commissioning and joint working the Board needed to work to four points (taken from the Council’s Strategy): Help residents to help themselves; help residents when they cannot help themselves; help residents to help one another and promote and act in the interest of the communities, people and businesses of the district.

·        Areas of joint working that needed to be driven forward included public health and wellbeing, health care and social care.

·        Each priority would need to be supported by a number of local indicators.

·        The aim was: one person, supported by people acting as one team from organisations behaving as one system ‘Sir John Oldham’.

Leila Ferguson reported that she had learnt from a recent course that numerous Boards had dropped the word ‘health’ and remained focused on ‘wellbeing’. There were cases where ‘wellbeing’ had been placed on every council and NHS agenda. Bal Bahia confirmed that a development session for the Health and Wellbeing Board would soon be taking place where there would be an opportunity to discuss such suggestions.

Rachael Wardell stated that she supported the light touch approach to the performance management framework. However, she felt that it needed to be noted that the areas not included were still being carried out but monitored elsewhere. It was felt that it would be useful for those areas where there was a deficit, to show the gap between the deficit and where they needed to be rather than ambitions. The Board needed to have shared objectives and identify areas where more could be done.

Adrian Barker highlighted that qualitative data was as important as quantitative data. Lesley Wyman reported that some of the information captured was based on  qualitative data from self reported surveys etc. Dr Bal Bahia stated that Healthwatch gave the Board the opportunity to find out what outcomes the public wanted to see. Bal Bahia asked Adrian Barker what it was the public wanted to see and he responded that patient stories were always deemed useful. Jan Fowler suggested that the development session for the Health and Wellbeing Board might be a good place for patient experiences to be heard.

RESOLVED that short specific Performance Management Framework was the right direction for the Board. It was also agreed that deficits needed to be focused on.