Agenda item

Alongside the refresh of the Health and Wellbeing Strategy a revised set of metrics have been developed to better link with the updated priorities, outcomes and priority populations. The Health and Wellbeing Board is asked to agree the proposed set of metrics as a reflection of the greater focus in the Strategy on reducing health inequalities and wider determinants of health and Review and promote awareness of the metrics within their organisation to enable a common understanding and assessment of progress.

Witnesses:

Ruth Hutchinson - Director of Public Health, Surrey County Council

Phillip Austen-Reed - Principal Lead – Health and Wellbeing, Surrey County Council

Key points raised in the discussion:

1.    The Director of Public Health (SCC) noted that as the HWS had evolved - as reported in quarterly updates - how that was measured also needed to evolve and the revised metrics and indicators reflected that. ‘Data, insights and evidence’ was a key system capability and the metrics formed a part of that, aligning with other key work within the Data Strategy as well as the Joint Strategic Needs Assessment (JSNA) and the Pharmaceutical Needs Assessment (PNA). 

2.    The Principal Lead – Health and Wellbeing (SCC) noted that: 

·         The metrics had been outlined in terms of each of the Priority One - Three outcomes that are in the HWS, whilst there was not the same number of indicators per outcome as publicly available data was limited, the indicators did align to all of the outcomes including the new outcome under Priority Two and were to be measured over the long-term. 

·         The importance of considering the indicators in terms of the priority populations was recognised and emphasised through the refreshed HWS.

·         A key benefit of the approach presented via the Surrey Index would be that the indicators can be understood at the wider Surrey level but also geographical levels below that such as district or borough, health: place or primary care network, or the Local Super Output Area (LSOA) level.

·         Having more granular data would be important in terms of understanding what the indicators mean in those key neighbourhoods in the HWS, however a limitation in measuring the outcomes was around what publicly available data was available on many of the priority populations and links were being made with various teams to help assist with filling in the gaps in information.

·         Screenshots of indicators around fuel poverty viewable at different geographical levels via the Surrey Index were shown down to ward level with the intention to go down to LSOA level where possible and that granularity was helpful in terms of benchmarking across Surrey and comparing each area over time. 

·         Work would be undertaken collectively to ensure that the developing tools would interface where appropriate with products such as the JSNA.

·         Whilst the HWS indicators sit within a larger set of Indicators in the Surrey Index as well as Organisational Indicators, the proposal was that the Strategy indicators could be used as a collective reference point by organisations in Surrey; particularly as many of the indicators and outcomes can only be impacted on by collective action.

·         The request was for organisations when developing their own internal metrics to consider the links with and impact on the HWS indicators.

·         The intention would be to review the metrics and indicators on an annual basis so that where progress is or is not made could be measured over the long term, as a result it was hoped that the focus of the HWS and other organisations would change to reflect the updated metrics and indicators.

3.    The Chairman encouraged Board members to have a look at the Surrey-i website which contains a wealth of data available such as the Surrey Index which could be filtered and it would be an important part of data capturing and actioning the data.

4.    A Board member noted that the Board should lead by example by using the appropriate language regarding young cared for people which should not be ‘in care’ and ‘care leavers’ rather ‘cared for’ and ‘ex-cared for’ as the language has moved on.

5.    Referring to inclusion, a Board member noted that it linked back to the joint approach about having equalities in the workforce as well as the wider population; thinking about the metrics used across health and social care, and those being developed within the Council’s settings concerning the different workforce populations and the wider population served. He wondered whether there was anything within those metrics to broaden out to look at both populations and linking that approach with what the responsibilities are as anchor institutions.

-       In response, the Principal Lead – Health and Wellbeing (SCC) would follow up with the Board member.  

6.    A Board member noted the sets of very good indicators relating to children and young people but noticed that further engagement was needed around the safeguarding indicator, she offered her support as it was one of the most measured elements of the work within the Children, Families and Learning Directorate.

-       In response, the Principal Lead – Health and Wellbeing (SCC) noted that whilst there was some initial engagement, the issue would be to work out which indicators are the most pertinent to bring through so it would be useful to sense check that with the Board member. 

RESOLVED:

1.    Considered and agreed the proposed set of metrics as a reflection of the greater focus in the HWB Strategy on reducing health inequalities and wider determinants of health.

2.    Reviewed and would promote awareness of the metrics within Board member organisations to enable a common understanding and assessment of progress.

Actions/further information to be provided:

1.    The Principal Lead - Health and Wellbeing (SCC) will action the Board member’s (Hannah Dalton) request to change the language used which should not be ‘in care’ and ‘care leavers’ rather ‘cared for’ and ‘ex-cared for.

2.    The Principal Lead - Health and Wellbeing (SCC) will follow up the comments made by the Board member (Russell Hills) concerning inclusion and having equalities in the workforce as well as the wider population; whether there was anything within those metrics to broaden out to look at both populations and linking that approach with what the responsibilities are as anchor institutions.

3.    The Principal Lead - Health and Wellbeing (SCC) will follow up the offer of support from the Board member (Rachael Wardell) about the further engagement needed around the safeguarding indicator.