John Wilderspin – National Director Health and Wellbeing Board Implementation

Making health and wellbeing boards a success

Transforming local health services

The King’s Fund 11 September 2012

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What do we mean by ‘transformation’?

Why is it so hard to

achieve?

What can health and wellbeing boards do to

support transformation?

Some useful resources for you to access

The areas I’m going to cover:

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What do we mean by ‘transforming local services’?

• A top-class experience for every patient/service user, every time

• A genuinely personalised service; not ‘one size fits all’

• Front-line teams working to a common, user-focused agenda,

(not to conflicting agendas of different organisations)

• Top-class outcomes for individuals, and for whole populations

• Reducing overlap and duplication; the best use of the public’s £££s

How often do we actually achieve these aspirations?

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Why is real ‘transformation’ so hard to achieve?

• People and organisations are resistant to change (even when they agree that the change is necessary)

• Different organisational cultures and aspirations are hard to align

• It requires disruption and (constructive) challenge to the status quo

• And changes in our behaviour (that means my behaviour too, not just yours!)

As the saying goes: ‘If you always do what you’ve always done, you’ll always get what you’ve always got’

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The challenges for health and wellbeing boards

The risks:

• ‘Although the potential benefits of partnership working are considerable, they are very hard to realise in practice.’ (R.Humphries et al, The King’s Fund, April 2012)

• ‘We heard some concerns that (Health and Wellbeing Boards) might function merely as “talking shops”, debating chambers or political arenas.’ (Future Forum Report, Jan 2012)

The opportunities:

• ‘Health and wellbeing boards have enormous potential to bring together the knowledge, expertise and experience that has previously sat across a number of local agencies.’ (Jules Pipe, Chair of London Councils, October 2011)

• ‘Health and wellbeing boards must become the crucible of health

and social care integration.’ (Future Forum report, Jan 2012)

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How can health and wellbeing boards make a positive difference?

• They bring together key ‘movers and shakers’ in the NHS

and local government; political, clinical, and managerial leaders

• Local Healthwatch, representing service users, is a member of the Board

• Boards are responsible for important ‘levers’ for change– Joint Strategic Needs Assessment– Joint Health and Wellbeing Strategy– Ensuring that commissioning plans are aligned - across health and

local government

Importantly, they are seen to have power and influence by other ‘players’

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Transforming services; how will boards add real value?

• Bringing the NHS and local government together around a common purpose

• Engaging partners and the public in setting local priorities

• Developing a compelling narrative for change

• Taking difficult decisions; and holding each other to account

• Aligning key resources to support agreed priorities; (funding + talented people)

• Providing collective leadership; ‘the sum must be greater than the parts’

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Some useful resources

• Development tool for health and wellbeing boards. Designed to help boards develop as ‘system leaders’, and ensure they make a real difference

http://bit.ly/RGspaV

• HWB national learning set products. The collective learning of 90 shadow boards working together on their shared priorities

http://bit.ly/KC9Xie

• The King’s Fund report on HWBs - System Leaders or Talking Shops? Drawn from a survey in late 2011, the conclusions are highly relevant today

http://www.kingsfund.org.uk/publications/hwbs.html

• LGA leadership offer. Includes support for HWB Chairs and regional simulation events. Contact marie.coffey@local.gov.uk for more information

http://bit.ly/JwmMVy

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