With public health budgets in England under increasing pressure as a result of Government spending reductions (the LGA estimates that from 2016/17 to 2020/21 the decrease will be £331m a cash reduction of 9.7%), questions are increasingly being asked about whether a focus on health and wellbeing can deliver improved outcomes for communities.
A preventative approach to public health led by local authorities working in partnership with the NHS can have an impact on health outcomes as in the case of smoking cessation programmes, but when budgets are being cut year on year, it is often difficult to prove that investing in health and wellbeing can in the longer term actually divert spending on chronic illnesses and improve public health outcomes.
This seminar will aim to:
- Provide an understanding of the legislative and policy framework underpinning health and wellbeing in England including the role of public health, devolution and health and social care transition programmes.
- Look at the evidence as to whether prevention strategies can work in times of austerity.
- Provide case studies of best practice in community resilience, reablement and demand management and demand diversification.
This seminar is for Elected Members and front-line officers involved in public health initiatives and health and wellbeing boards.
09.30 Registration and coffee
10.15 Purpose of day
How we can improve outcomes for our communities by improving their Health & Well Being:
- Looking at practical steps that we can take;
- using best practice examples;
- Learning from the expertise within the group in an interactive workshop.
10.40 What is Health & Well Being?
Health and Well Being is a term which is very broadly defined and covers a range of
services and interventions. Understanding the policy and legislative framework covering health & well-being and as a means of achieving societal outcomes is crucial for policy makers and practitioners. This section will consider:
- some definitions/meanings of Health & Well Being;
- the policy framework and relationship to social care;
- the present context in which it operates.
11.0 Prevention – better than cure?
Why the prevention agenda is so important in achieving better Health & Well Being outcomes for Communities and what are the difficulties in achieving its potential?
- savings versus outcomes – are these conflicting priorities?
- Delivering public health benefits – A leisure case study;
11.30 The integration agenda – a real answer or moving the deckchairs?
Is the way we organise services a way forward in improving the Health & Well Being of Communities?
- the Better Care Fund (BCF)
- the devolution agenda – combined authorities and Health & Wellbeing
- Are there different delivery models?
1.15 Making our communities more resilient
Communities and individuals must become more self-reliant if Health & Well Being outcomes are to be improved. How can this be achieved?
- Getting the message across – demand management;
- Achieving more with scarce resources;
- Addressing unequal outcomes and tackling exclusion.
1.45 Tackling the issue of social care and making the most of what little we have.
The cost of social care is affecting a wide range of public services, is there anything that can be done? Given the lack of resources to improve Health & Well Being in the present economic climate, we must make every penny count.
- how do we provide for the Health & Well Being of our citizens within present budgets; and
- how can we maximise efficiencies to fund vital services?
2.10 Commissioning the right services.
Commissioning is a tool for achieving Health & Well Being outcomes but is often seen as just a procurement exercise. Understanding how we can use commissioning more effectively is a critical process:
- how do we commission to maximise Health &Well Being benefits?
- are we commissioning in the most effective way?
- can we commission without money?
3.00 Can we improve Health & Well Being outcomes in these days of austerity?
With dwindling resources and increased demand for services, is it realistic to expect improved outcomes or are we just managing decline?
- is there an evidence base to support the assumptions?
- how do we better use scarce resources?
- What needs to change if we are going to be more effective?
3.30 Where do we go from here? What does the future hold?
Attempting to predict the future in which local government will operate is often difficult in a rapidly changing political, social, economic and technological environment, but planning for change is vitally important:
- where will the Health & Well Being agenda be in five/ten years’ time?
- what will services look like?
3.45 Concluding Remarks