Local Healthwatch, health and wellbeing boards and council scrutiny: Roles, relationships and adding value Su Turner Principal Consultant Centre for Public Scrutiny 11th April 2013

Centre for Public Scrutiny CfPS an independent charity is the leading national organisation for ideas, thinking and the application and development of policy and practice to promote accountable, transparent and inclusive public services. We support individuals, organisations and communities to put our principles into practice in the design, delivery and monitoring of public services in ways that build knowledge, skills and trust so that effective solutions are identified together by decision-makers, practitioners and people who use services.

Council scrutiny Aims and objectives A core element of local democracy Aims to address health inequalities Provide ‘critical friend’ challenge Enable the voice and concerns of the public to be heard Carried out by independent members Drive improvement in public services Enables council scrutiny to review, scrutinise and make recommendations for any matter relating to the planning, provision and operation of health services locally.

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Roles, relationships and adding value Publication gained insight from 8 councils and others and examined: The independent but complementary roles Opportunities to work together to add value The common aim of each organisation – to listen and respond to communities 3 scenarios to prompt debate locally Challenges and potential solutions A gaze in to the future…… Key questions for the 3 organisations to consider

Working together &adding value  Share information from VCS networks  Influence the JSNA  Understand experience  Highlight concerns  Cascade information to the public  Bring together individual and org knowledge, expertise and experience  Develop area wide view of Health and social care  Agree area wide strategy  facilitate shared awarenessof information to improve outcomes from decision making  Be a bridge between professionals and people who use services.  Bring a collective memory of public engagement, policy development and local knowledge about community needs and assets.  Be a valuable ‘critical friend’ throughout transition and beyond.  Evaluate policies, actions and impact.  Carry out pro-active qualitative reviews that can inform and enhance policy and services.

Spanning the system Launched 25 th March 2013, this publication follows 14 areas as they developed and embedded new working arrangements Sections include: Accountability Wider involvement Quality and outcomes Leadership

Learning and case examples Understand roles and responsibilities – at different parts of the commissioning cycle Building relationships - gaining trust and credibility Valuing independence and difference - build on powers Understanding that all have common goal – work out how to do it together Know what each other are doing – by receiving agendas and attending each other’s meetings Co-ordinate engagement activity Use scenarios or real life issues to define ways of working No one organisations can do this alone!

Learning and case examples Birmingham used a wide stakeholder event to get all parties to share their priorities and agree joint priorities – using a simple but effective thematic approach: Prevention Whole system Working together Innovation Warwickshire used Quality Accounts as an experiment in partnership working. They established working groups for each of their five NHS trusts to their evaluate effectiveness and also used this to develop local quality ‘champions’. The groups included county and district/borough councils and Warwickshire LINk (now Healthwatch), and overlapping councils / LINks.

Learning and case examples North Lincolnshire agreed that the relationship scrutiny has with local Healthwatch needs to be built on their different powers – for example the ‘enter and view’ powers of local Healthwatch and the referral powers of scrutiny – work together and make the best use of them! Bristol concluded that health scrutiny, the health and wellbeing board and Healthwatch have common goals and should work together: Value independence and keep control of their own agendas. Share work plans, coordinate activity and avoid duplication. Collaborate, complement and support each other - add value

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