Constitution - Part 2F - Cumbria Health and Wellbeing Board

 

 

1.1 The Health and Wellbeing Board exists to provide strategic leadership and promote closer integration of health and care, through partners working together to ensure that everyone in Cumbria is able to benefit from improvements in health and wellbeing.

2.1 To achieve the purpose outlined above the functions of the Health and Wellbeing Board are:

(a)  Leadership - To lead and direct the health and wellbeing system to ensure that partners improve services and make the best use of resources to deliver better outcomes for people.  Specifically, the Board is responsible for:

  • providing a structure for strategic local planning and accountability of health and wellbeing related services across a range of sectors and providers
  • providing County-wide strategic leadership to public health, NHS, adults social care, children's social care and other relevant local authority commissioning - acting as a focal point for determining and agreeing health and wellbeing priorities and outcomes and resolving any related conflicts
  • considering the draft strategic plans for healthcare, social care and public health to ensure that they deliver the Board's strategic priorities and outcomes and agreeing whether to recommend them to the relevant decision making body(ies).

(b)Understanding - To identify and develop a shared understanding of the needs and opportunities for improving people's health and wellbeing in Cumbria and to lead the development of a Joint Strategic Needs Assessment. Specifically, the Board is responsible for:

  • assessing the needs of the local population and lead the statutory joint strategic needs assessment ('JSNA')
  • ensuring that the JSNA is based on the best evidence and data available so that it is fit for purpose and reflects the needs of local people, users and stakeholders
  • ensuring that  the JSNA drives the development of the Health and Wellbeing Strategy and influences other key plans and strategies across the County 
  • ensuring that the Local Integrated Care Partnerships, Local Authorities, Clinical Commissioning Groups and NHS England demonstrate how the JSNA has driven decision making 
  • preparing a Pharmaceutical Needs Assessment for Cumbria.

(c)  Strategy - To prepare and publish a Joint Health and Wellbeing Strategy for Cumbria to ensure that the services required to meet the needs identified in the JSNA are delivered in a planned, coordinated and measurable way.  Specifically, the Board is responsible for:

  • developing an agreed set of strategic priorities to focus both collective effort and resources across Cumbria 
  • ensuring plans and priorities, within both individual organisations and for systems, are aligned and support the delivery of this Strategy.

(d)  Assurance - To ensure a collective awareness of the major changes, pressures and risks across health and wellbeing services and provide opportunity to review, comment and consider the opportunities for collaborative approaches to address or manage these.  Specifically, the Board is responsible for:

  • overseeing and reviewing performance in the delivery of the Health and Wellbeing Strategy
  • receive regular reports on the implementation of respective health and care system plans
  • monitoring health and wellbeing improvements and outcomes across the County and be accountable for the overall strategic performance management of agreed countywide health and wellbeing outcomes
  • receiving updates on areas where performance needs to be addressed 
  • receiving assurance that improvements that are required as part of the regulatory regime are being delivered
  • receiving reports from the Public Health Alliance to ensure that the Cumbria Public Health Strategy is being delivered.

(e) Accountability - To be assured that the decisions of   the Board and partners, and their subsequent outcomes, are clearly focused on improving the health and wellbeing of people in Cumbria.  Specifically, the Board is responsible for:

  • ensuring that appropriate structures and arrangements are in place to ensure the effective engagement and influence of local people and stakeholders
  • improving the transparency and accountability to local people of services, organisations and decision making connected to health and wellbeing
  • improving democratic accountability for health and wellbeing decision making
  • responding to the NHS Commissioning Board when views are sought regarding the Clinical Commissioning Group ('CCG')
  • representing Cumbria in relation to health and wellbeing issues across the sub regional and at national level.

(f) Partnership - To ensure there is effective dialogue, engagement and joint working between county and local health and wellbeing structures and partnerships and with other key strategic partnerships and networks. Specifically, the Board is responsible for:

  • supporting and encouraging strong partnership working between local organisations in Cumbria involved in health and wellbeing
  • actively engaging with the other key partnerships to ensure achievement of outcomes in all agreed areas and to extend the reach of the Joint Health and Wellbeing Strategy by ensuring alignment with other strategies and plans
  • receiving the Local Safeguarding Children's Board's and the Safeguarding Adult's Board Annual reports
  • encouraging wide engagement of partners throughout the Health and Wellbeing partnership structure by ensuring involvement in consultations, stakeholder events, good practice sharing, and task and finish groups
  • providing a forum for cross-system learning and support between North Cumbria and Morecambe Bay.

(g) Integration - To promote integration and partnership working between the NHS, social care, public health and other services.  Specifically, the Board is responsible for:

  • supporting the development of integrated working with all partners in order to improve the outcome of local communities
  • supporting the delivery of joined up care between providers in order to improve health and wellbeing outcomes and reduce health inequalities
  • supporting the development of vibrant community places, linking local partners to address the wider determinants of health
  • enabling collaboration between commissioners, joint commissioning and pooled budgets, where this provides better integrated service delivery and outcomes
  • discharging all functions relating to the Better Care Fund that are required or permitted by law to be exercised by the Board including: Agreeing the Better Care Fund; and overseeing the delivery of the Better Care Fund and Improved Better Care Fund.

3.1  The membership of the Health and Wellbeing Board comprises of:

  • Leader of the County Council (Chair)
  • The Chief Executive of Cumbria County Council
  • County Council's Executive Director - People
  • County Council's Director of Public Health
  • County Council Cabinet member for Health and Care Services
  • County Council Cabinet member for Children's Services
  • County Council Cabinet member for Public Health and Communities
  • The Chair of each of the CCGs (both of whom will be joint Vice Chair)
  • The Executive Lead from both CCGs
  • The Chair of the North Cumbria University Hospitals Trust
  • The Chair of the Cumbria Partnership NHS Foundation Trust
  • The Chief Executive of North Cumbria University Hospital Trust/Cumbria Partnership NHS Foundation Trust
  • The Chair of the University Hospital Morecambe Bay NHS Foundation Trust
  • The Chief Executive of University Hospital Morecambe Bay NHS Foundation Trust
  • A representative from NHS England
  • A representative of Healthwatch Cumbria
  • A representative of the six District Councils
  • A representative of the Voluntary and Community Sector.

4.1  Except as provided in 4.2, 4.3 and 4.4 each member of the Health and Wellbeing Board may appoint one named substitute and must notify the County Council of the appointment.

4.2  The Leader of the Council may nominate named elected member substitutes equal in number to the number of County Council members appointed to the Board. County Council members are nominated by the Leader of the Council and appointed by the County Council.

4.3  The District Councils may between them appoint one named substitute.

4.4  Where members of the Board are officers of an organisation rather than elected members, they are permitted to nominate up to two named substitutes but only one can attend at any time.

4.5  Substitute members must comply with all the requirements of the Council's Code of Conduct, including the registration of personal interests.

4.6  A member of the Health and Wellbeing Board who is unable to attend a meeting of the Board (or one of its committees) must notify the Council in writing (which includes by email) before the start of the meeting, giving the name of the substitute member who will attend in his/her place.

4.7  A substitute member has the same voting rights and responsibilities at meetings of the Board as the member they are substituting for, provided the Board Member is not in attendance.

4.8  A substitute member will be counted for the purpose of deciding whether a quorum is present unless he/she is also attending the meeting as a Board member.