Agenda item

Following initial debate at the previous meeting on 12 September, further consideration was given to the purpose, name, function, terms of reference and membership and the roles and responsibilities of members of the Board. The overall proposal was that the Board should become a City-wide strategy development and oversight group, holding each partner to account on delivery of agreed strategies/programmes with a focus on health inequalities. In detail, the suggested strategy for 2017-2020 was:-

·         City-wide Advisory Group for Health & Wellbeing Strategy development

1.    Exeter Community Health, Wellbeing and Physical Activity Strategy (Sport England Local Delivery Pilot Vision)

·         City-wide Co-ordination and Implementation Group for agreed strategies

1.    Exeter Youth Strategy (non-recurring funding allocated by Exeter Board)

2.    Exeter Community Forum Community Strategy:  encouraging partners to and adopt ABCD approaches across the City

·         City-wide Oversight and Reference Group for City-Wide Health & Wellbeing Programmes

1.    Active Exeter

2.    Wellbeing Exeter: develop and embed social prescribing and community building across the City

·         City-wide Health and Wellbeing Information and Networking Exchange

1.    Facilitation of bi-annual themed open information exchange and networking events (funding to be sought)      

In endorsing the above framework, Members reflected on the value added by the Health Board since its inception in September 2013, notably its leadership role in the work of Active Exeter and promotion of physical activity, the recent success in getting to the shortlist stage for the Sport England bid and presentations such as on air quality. Its direction has been guided by the JSNA, results from which were regularly reported.

Continuation and enhancement of its unique role as a governance and advisory body with City wide oversight for the delivery of City wide strategies with a focus on co-ordinating the health and wellbeing of the citizens of Exeter was supported.

The following, in particular, were mentioned as potentially appropriate for coming under the Board’s umbrella:-

·         Exeter Community Forum and Community Strategy;

·         Youth Strategy which since its launch would now need an appropriate home;

·         Continuation of ICE streams of work; and

·         Mental Health, particularly around young people.

Acting as the strategic oversight group, it was important for the Board to have appropriate representation from partners. Membership had been sporadic in some cases in the past and improved engagement would be of great value. Representation beyond statutory bodies already characterised the Board membership and suggestions of additional groups to become Board members were sought. The following were mentioned:-

Police (already represented)

Fire and Rescue Service

Exeter Community Forum

Exeter Active (already represented)

Exeter College

Wellbeing Exeter

Social Care

City Futures

Whilst representation at senior level was required to drive strategies and ensure synergy, the value of grass roots/volunteer work was acknowledged. Police involvement, for example, helped ensure that their resources dovetailed with community initiatives and concerns and, related to this, linkage to the Community Safety Partnership would be explored.

Members supported the idea of regular exchange and networking events and it was suggested that the name Exeter Community Health and Wellbeing Board be adopted.

Jo Yelland would prepare a draft paper broadening the above framework, setting out terms of reference and identifying potential membership for circulation to the partners via email for any further views to be added, including membership suggestions.

RESOLVED that Jo Yelland circulate a formal draft paper followed by a final report to be considered at the January Board meeting.