Leeds Health and Wellbeing Board understood that building strong and respectful relationships was the key to its effectiveness. With many unknowns regarding the precise role of the board and the influence it would have, the members were conscious that they had to take their time to make sure that they were making the right, considered choices. The excellent work already carried out by the NHS and Leeds City Council provided a good platform upon which the HWB had the opportunity to build.
It was deemed crucial by the board to engage people by providing a clear vision for the board, with priority placed on championing the health and wellbeing of the people of Leeds. From this vision, the HWB could then develop a strategy for delivering this.
The Centre for Innovation in Health Management (CIHM) based at Leeds University was contracted to provide a programme of events, visits and master-class sessions. This programme concentrated on:
- Strategic development
- Systems transformation
- Peer development.
The programme of events was designed using an asset-based approach where the board members could:
- take stock of current local health needs, services and aspirations
- work out together what they need to know in order for the HWB to be effective
- immerse themselves in the issue, finding out about the assets in the city and modeling the HWB approach to transformation
- investigate what works in the city now and what more is needed from a strategic group
- develop strategic solutions and shape the context in which the Health and Wellbeing agenda is delivered
- ensure the board's accountability through the development of an outcomes-based approach.
The significant challenge was the additional time commitment that this programme required for already very busy people. Initially, there was some concern and resistance that this work would not bring sufficient benefits for the additional demands made. The reviews carried out suggested that the elements that were seen as potentially the least helpful – the visits to organisations and stakeholders across the city – have had the most benefit in helping board members consider and reflect on the role of the board and their role within it.
A number of board members felt that a formal process such as this programme has provided real challenge and insights that a series of more informal opportunities may have missed. There is a clear commitment in the board to continue a range of development actions, including:
- further board visits during the year
- a well-structured induction to the board and its work for those members who change/join
- an active review process to ensure that the behaviour in public meetings and in other board activities continues to reflect the agreed core values and operating principles
- strong focus on communicating well with people, communities and organisations throughout Leeds
- maintaining an outcomes-based accountability for the work of the board and its membership.