Report attached.

Damilola Agbato, Damilola Agbato, Public Health Principle, Shropshire Council

Rachel Robinson, Executive Director, Public Health (DPH), Shropshire Council

The Board received a report setting out the proposed approach to refreshing the Joint Health and Wellbeing Strategy for the period 2028–2033. It was noted that the current strategy would expire at the end of 2027 and that work was therefore required to develop and agree its successor. The report outlined the proposed development process and timetable, including the principal milestones through which the refreshed strategy would be prepared, consulted upon and progressed.

In considering the strategic approach and proposed engagement arrangements, Board members supported the direction of travel and emphasised the importance of adopting a Marmot approach, embedding co-production and securing meaningful engagement throughout the development of the strategy, particularly in the context of continuing changes across the wider system. It was recognised that the refreshed strategy would establish a key strategic direction for all system partners and should therefore reflect a broad range of priorities, supported by appropriate engagement and genuine co-production.

In relation to scope and policy alignment, it was proposed that the strategy should take account of wider national policy drivers, including children’s reform programmes, reforms relating to special educational needs and disabilities, adult social care reform and safeguarding priorities. It was further suggested that the strategy should align with relevant national indicators and make effective use of available system levers, thereby strengthening strategic coherence across partner organisations. The importance of maintaining a system-wide understanding of shared responsibilities across health, social care and safeguarding was also highlighted.

Turning to integration with wider system planning, the need to ensure appropriate alignment between the Health and Wellbeing Strategy, Better Care Fund arrangements and emerging approaches to neighbourhood health planning was emphasised. The principal enablers required to support delivery of the strategy were considered along with the need for workforce transformation, digital development and estates optimisation to be incorporated as key system enablers, alongside effective collaboration across sectors.

The potential to develop more shared and integrated workforce models across public sector partners was noted, together with the important role of digital transformation in shaping and improving service delivery. This approach was supported and opportunities to improve the alignment of resources were identified, including activity relating to health-related worklessness and the wider prevention agenda.

In relation to data, place and system alignment, it was stressed that the Joint Strategic Needs Assessment and wider sources of data intelligence should inform the development of the refreshed strategy. The need to triangulate evidence across relevant datasets and ensure strong alignment with place-based intelligence was emphasised. It was also considered important that the strategy retain sufficient neighbourhood-level detail and that prevention and the reduction of inequalities remain central and consistent themes throughout. Board members noted that workforce and digital transformation were areas in which stronger progress remained necessary and agreed that both should be given greater prominence within the refreshed strategy.

RESOLVED:

to note the proposed timetable, milestones and consultation arrangements for the refresh of the Joint Health and Wellbeing Strategy.

to endorse the proposed approach to engagement and co-production as the basis for developing the refreshed strategy.

to confirm agreement to the proposed governance and engagement arrangements and

to note the dates of future meetings at which the work would be considered and progressed.