Agenda item

Katherine Packham, Consultant in Public Health, Leicester City Council, to present a report and a presentation which summarise the development of the Leicester Health Care and Wellbeing Strategy Delivery Plan (2023 2025), which was last considered by the Board on 28 July 2022.  The Board are asked to formally approve the Delivery action plan (2023 – 2025) for the six ‘do’ priorities of the Leicester’s Health, Care and Wellbeing Strategy.

Katherine Packham, Consultant in Public Health, Leicester City Council, presented a report and gave a presentation which summarised the development of the Leicester Health Care and Wellbeing Strategy Delivery Plan (2023 2025), which was last considered by the Board on 28 July 2022.  The Board were asked to formally approve the Delivery action plan (2023 – 2025) for the six ‘do’ priorities of the Leicester’s Health, Care and Wellbeing Strategy.

It was noted that:-

·         This strategy would be published on a microsite of Leicester City Council’s website. This microsite was in its final stages of development. The strategy contains 19 priorities.  These were divided into do, sponsor and watch categories, with the six ‘do’ priorities given highest priority.

·         The six ‘do’ priorities were:-

o   Healthy Places: To improve access to primary and community health/care services.

o   Healthy Minds: To improve access for children and young people to mental health and emotional wellbeing services.

o   Healthy Minds: To improve access to primary and neighbourhood level mental health services for adults.

o   Healthy Start: To mitigate against the impacts of poverty on children and young people.

o   Healthy Lives: To increase early detection of heart and lung diseases and cancer in adults.

o   Healthy Ageing: To enable Leicester’s residents to age comfortably and confidently through a person-centred programme to support self-care, build on strengths, and reduce frailty.

·         Following the development day session an extra column had been added to the ‘Do Priorities’ page to include Outcome statements.

·         The other groups of priorities outside the 6 ‘do’ priorities were still important and would continue to be recommended e.g. digital access.  The focus would be on those groups with had the most impact on poor health.

·         The Summary of key actions were included in the report and work would now move to implementing the Action Plan.  The reporting of progress was not intended to be too onerous by making it an extra task.  Progress would be shared with the Board on a quarterly basis. 

In response to questions officers stated:-

·         Discussions had been held with asylum seekers and there was a high demand English courses and officers were looking to see if any funding was available to enable them to be provided to meet the demand.  It was recognised that digital access and social mobility for linguistic improvement would lead to big improvements.

·         A small core group would continue to meet including Council officers and the ICB and there were workshops for many projects already funded.  There may be some that might need extra funding for those not going so well.  The progress in a year was aspirational and we needed to know what we were doing was working for what we want to improve health equity and life expectancy.  It was not expected to see large shifts in a single year.

Board members commented that:-

·         In relation to digital literacy and access it was important to not make the link that if a person does not have English skills they can’t access services, as they often used filters etc to provide translations and were often very digital aware compared to other English-speaking groups.  There was also a huge benefit to be gained from easy read leaflets, as had been demonstrated by the ones produced for covid vaccinations.  This had been used by used by others because it was not technical and people could see the benefits for the help they gave.

·         Joint Health and Wellbeing was considered to belong to all partners and real positive things had happened so far.  Language was an important issue but it did not necessarily mean there was a need to find additional money to do it; but making approached to education staff to let them know this was a priority for the Board and could they do anything to monitor and make improvements.

·         The plus groups were supported as they were currently defined, and they would make a difference.  There was a homeless link to Changing Futures Programme and a health element could easily be added.

·         Communities had joined together to engage with the vaccinations and resources were already in the community that with a small amount of resource can nudge progress along.  A programme of bids across the city could help need to join intelligence and efforts.

AGREED:-     That the Delivery Action Plan (2023 – 2025) for the six ‘do’ priorities of the Leicester’s Health, Care and Wellbeing Strategy be approved.