Strategic Director for Adults and Health: Helen Charlesworth-May
Cabinet Member for Healthier and Stronger Communities: Councillor Jim Dickson
Contact: Valerie Dinsmore; Integrated Lead for Customer Engagement and the Health and Wellbeing Board; email@example.com; 0207 926 4682
Cabinet Member for Healthier and Stronger Communities (job-share), Councillor Jim Dickson,
· Health had witnessed dynamic change since the 2013 strategy, such as an increasing number of UK hospitals running deficits, significant cuts to public health funding and a much greater focus on integration of health and social care.
· Since 2013 primary care had changed and more work was being done at a regional level, so the Strategy needed to fit in with other boroughs.
· The key objectives remained the same: health and wellbeing improvements for all, but fastest for those in need; and, that everyone could reach their full potential, safe from harm, to play a part in the community.
· This would be achieved by tackling issues such as life expectancy (including healthy life expectancy and improving quality of life); reducing the prevalence of diabetes, chronic obstructive pulmonary diseases (COPDs) and reducing sexually transmitted infections (STIs). The Council was making progress on these, but more work was needed.
· Housing was now under the Council’s direct management, and it was noted that much UK housing was not warm enough in winter and this could contribute to health and wellbeing issues.
· Lambeth had a good track record on areas such as mental health, the Living Well Collaborative, and its focus on prevention; but there was further room for improvement.
· BME groups remained over-represented, but this was being targeted, with Councillors Ed Davie and Jacqui Dyer’s work with the Black Health and Wellbeing Commission praised.
· Emergency admissions were down, with innovations in sexual health workallowing decreasing costs whilst being more user-friendly.
· Gains were being made, and the Strategy was a harbinger of further ambition, working with hospitals and other providers to do better and address people’s health in new ways.
· More work with communities and quickening solutions to health problems was needed; for example, through better use of joint strategic needs assessment (JSNA) data, or ascertaining how to effectively use the Health and Wellbeing Board and how its impact translated into positive outcomes.
· The Strategy was a step in the right direction, and focus was now on implementation. He offered thanks to the health team and paid particular tribute to Valerie Dinsmore, Integrated Lead for Customer Engagement and the Health and Wellbeing Board; and, Maria Millwood, Director for Strategy and Commissioning Children, for their work.
Councillor Ed Davie, Chair of OSC gave the following representations:
· OSC had a legal duty to scrutinise any substantial variations in health services, and recently considered a proposal by the South London and Maudsley NHS Foundation Trust to close a ward at Lambeth Hospital, not because of cuts, but because excellent and innovative preventative work meant the ward was almost empty. Examples such as this and the Alliance Contract showed what could be achieved by empowering people to help themselves.
· The February OSC had raised concerns that savings from integration were not as great as anticipated, and highlighted the temptation when reducing budgets to withdraw collaborative funding instead of sharing ... view the full minutes text for item 3