1. CREATING A CULTURE OF CURIOSITY
Community First Yorkshire conference
“I want to see change. How do I influence policy makers to develop a strategy?”

2. TODAY
What do you see as the main changes affecting North Yorkshire communities?
What role does curiosity play when developing a strategic response?
How can the voluntary, community and other sectors influence and shape as part of the collective effort of improving population health and wellbeing in NY?
How does the County Council’s Health and Adult Services directorate approach the challenge of strategy development?

3. Let’s have a crowd-sourcing moment: how do I influence policy makers to develop a strategy?

4. BIG HEALTH WARNING
These are my personal views…
In asking the questions, you are making me more curious!

5. What do you see as the main changes affecting North Yorkshire communities?

6. SOME OBSERVATIONS ABOUT NORTH YORKSHIRE
Older people are often the glue of our communities.
We have social capital here that would be the envy of many other places.
Inequalities really do exist here. They just look different.
Full employment but in-work poverty is a growing issue.
Rural and coastal communities face real challenges.
Digital has to be at the heart of things, rather than a bolt-on. We need to harness it.
Human relationships are the start, middle and end.

7. SOME OBSERVATIONS ABOUT NORTH YORKSHIRE
Solutions from London are not usually the answer – and they may be less forthcoming for the next few years
The statutory sector is changing
The voluntary sector is changing
Are we too polite? We need to be more propositional and less deferential.
What about the untapped influence of 30/40/50 year olds?
#our generation

8. What role does curiosity play when
developing a strategic response?

9. WOW…AND SOME!
We need to be more curious
Asking good questions is a pre-requisite for great solutions
Social media is a force for good in nurturing curiosity
Move beyond silo mentalities
“Only connect the passion and the prose”
Try these…..

10. How can the voluntary, community and other sectors influence and shape as part of the collective effort of improving population health and wellbeing in NY?

11. They matter more if they:
SOME PERSONAL REFLECTIONS
Strategies matter…
They matter more if they:
Capture the zeitgeist
Are co-produced
Combine the best of all that is local and national
Are SMART, practical and deliverable
Are underpinned by £ and people who can deliver them
Culture can eat strategy for breakfast

12. SOME PERSONAL REFLECTIONS
Traditional ways of policy-making are changing
Equity of voice?
Where is power?
Alliances and coalitions
The power of example: social movements

14. Network, network, network Bring something to the table
SOME PERSONAL REFLECTIONS
Be passionate
Be propositional
Network, network, network
Bring something to the table
Help open people’s eyes and minds
Be flexible, listen to others and be prepared to influence and be influenced
Be pragmatic: purism rarely results in practical change

16. How does the County Council’s Health and Adult Services directorate approach the challenge of strategy development?

17. PUBLIC HEALTH, ADULT SOCIAL CARE AND THE NHS IN NORTH YORKSHIRE
Formal governance
Health and Well-being Board
County Council Executive
NHS Governing Bodies
Informal governance
People with lived experience
NY and York Chief Executives
Voluntary Sector leadership
Provider networks
The NHS: emergent Integrated Care Systems
Housing

18. Theory into practice: testing out some early thinking about the County Council’s Health and Adult Services plans to 2025

19. Very DRAFT

20. More people physically active and fewer people obese
OPPORTUNITIES FOR EVERYONE,EVERYWHERE
Reduce inequalities experienced by people in the 11 LSOAs with the poorest health outcomes
“Friendly communities” in place, with specific points of contact and support and more comprehensive self-help, irrespective of age or ability
No one sectioned under the Mental Health Act because of dementia because of a better range of services
More people physically active and fewer people obese
Making progress towards zero suicides and better life expectancy for people with mental health issues and learning disabilities
“Prevent, reduce, delay” more people needing care because we support people to be part of the community and to support themselves
A modern offer in place for carers and the people for whom they care
A diverse and inclusive workplace

21. HOME FIRST
Targeted programme ensures that more people with ambulatory-sensitive conditions are supported at home, rather than in hospital
Confident and consistent practice in place for everyone using social care
Digital as a core component of all services: prevention and self-care, online support networks, reablement, care packages, carebots giving people more control over their care
Integrated primary, community and social care in every locality, drawing on the Scottish and Canterbury NZ model
5 years into the 10 year York and NY Health and Social Care Plan: planned shift to the community, viable general hospitals, re-purposed community hospitals
Next generation of supported housing, extra care, nursing care and keyworker housing starting to show good results in sustaining the care market and giving better options for where people live
MY TIME AND CUSTOMER EXPERIENCES ARE VALUED
Single person-held integrated, electronic care record
Care assessments and financial assessments synchronised and many more completed online, with the help of chatbots and other digital tools and products
Online bookings for short breaks and other services
E-rostering rolled out
Much greater co-production with people using services