Agenda item

Charlie Kenward and Seb Habibi gave a presentation on this issue and made the following points as part of their presentation:

·       The new Integrated Care System had been formally launched on 1^st July 2022

·       A strategy was being created. Improvements would be designed to help meet the needs of residents

·       A large public engagement exercise could provide a shared understanding of need

·       It was important to identify what kept people happy and healthy and the role of communities in achieving this

·       700 responses had been received so far, including a lot of staff. About 47% said social connections were the most important, followed by physical activity and diet, then how and where we live

·       Problems identified by responders included work, the stresses of life, the cost of living

·       This could provide an opportunity to encourage people to do more sport and to have regard for what the Government was doing in this area

·       Looking at the operational situation, it was important to work with the Local Partnership areas to meet need

·       An understanding of what people think could be followed by a vision and ambition

·       The first version would be published in December 2022 and would enable commitments for collective action

·       A long term strategy would be developed in March 2023 alongside the Council’s Digital Strategy, CYP Strategy and the Mental Health Strategy. The goal was to create something compact and digestible

·       The recommendations from the Health Foundation Report had been incorporated into the strategy with an emphasis on inequalities and wider determinants

·       This would need to be a living document and continuously updated

·       Clear language had been used to engage readers with a data pack of information

·       A life course approach been adopted, acknowledging the different life stages. This had highlighted the complexity of HWBB and wider determinants

·       A co-ordinated approach would showcase messages in an engaging way ie a key example was the way in which a lack of regular eating caused problems for older people

·       A strategy focused on key areas such as prevention, design, clustering of risks and inequalities

·       Health Gap – population health management data obtained from GP records showed the combination of risks and the level of seriousness – for example, hypertension is less serious than diabetes. Quintiles of deprivation had been used since, in addition to age, there were big gaps in health levels in different parts of the city.

·       An understanding of the complexity of micro levels of risk was set out. For example, in youth mental health issues dominated, together with drugs and alcohol. For those aged 50 and beyond chronic pain was one of the biggest problems. At the moment, there was no strategic priority to address it. Other health problems included diabetes and Chronic Pulmonary Obstruction Disease

·       Racial Disparities – there had been an extensive local study which had indicated in Bristol that ethnic Chinese had much better levels of health than other groups

·       Childhood obesity had increased during the pandemic and this had created future problems

·       Demographics – due to the way we age, over 75’s Suffered the biggest problems. The majority of users were made up of 3% of the least healthy. Focusing on this group was the only viable option to ensure health improvements with a sustainable service

·       There had already been heavy investment in inequalities with another £10 billion provided

·       The issue of chronic pain was a very serious issue that needed to be addressed. It was noted that there would be a presentation to a future meeting of the COVID Risk Priority Group on this issue

It was agreed that the final report should be sent to Board members when available.

ACTION: Mark Allen to speak to Charlie Kenward, Jeremy Livitt to send to Board members when available