- LGA experts were brought in to review how health and wellbeing board was operating
- Board has now been overhauled with a streamlined set of priorities
- Meetings have been taken on the road in a bid to engage community
By 2024 it was clear the time had come for a reset of the Devon Health and Wellbeing Board (HWB). Significant turnover in recent years meant there were only three board members who had been on the board before the pandemic. And with a new health and wellbeing strategy due to be launched, Devon wanted to explore new ways of organising and running the board.
Public Health Consultant Simon Chant said: “We saw a lot of retirements after the pandemic so had a sudden sea-change in membership. It was the right time to change things up and review how we were operating.”
‘Our board lacked teeth’
The LGA provided two experts – a former NHS executive and a former HWB chair and current board member. They conducted one-one-one interviews with the board members in autumn 2024 and then held a workshop in early 2025 to present their findings.
There were a range of conclusions. The peers felt the board had too many priorities – there were 16 in total – and more clarity was needed so members were aware of their roles and responsibilities.
Simon said: “Members noted that it had become more like a traditional committee than a strategic partnership with the voluntary sector. There were lots of items for information being presented rather than actions being taken. It lacked teeth.
“A lack of engagement with the voluntary sector was also highlighted. The board had become remote with meetings always held at county hall. It was clear it was time for a rethink.”
Streamlining the priorities
A workshop with board members was held over the summer at which it was agreed that the number of strategic priorities would be kept to four to ensure greater focus for the board’s work and it was also decided that meetings would be held in different locations across the community.
Mr Chant said: “Four felt the right number. The board meets four times a year so it tied in nicely with that and meant we could then theme each of the meetings to one priority.”
To help engage the wider community, a conference was held in the autumn at county hall. There were more than 50 attendees and then a follow-up consultation exercise with others was held so that 130 different people were involved in the end. This included partners across the health and care sector, including charities.
During this exercise four priorities were identified for the new strategy, that was published in January. They were:
• mental health and wellbeing
• housing
• start well, live well
• rural areas and access to services.
The next steps
The new arrangements are now bedding in. The board held its first meeting since the refresh in spring 2026. It was hosted by Devon Partnership NHS Trust, the local mental health provider.
Board members got a tour of the hospital and a chance to chat to staff. During the board meeting there was a deep-dive into mental health and wellbeing with a particular focus on dementia.
The new format, which has emerged through these development activities, was a resounding success, said Board Chair Councillor Ged Yardy. “The changes we have made to how the board operates following these activities have been very effective. The excellent support and guidance from the LGA experts enabled us to have frank and open discussions and helped transform the way we work. This has led to a focussed new strategy and the first ever meeting of our board outside of the Devon County Council committee suite.
“We ended up working together with a new vigour, having conversations, and acting in a way that wouldn’t have been possible before. Moving the meetings away from county hall in particular has helped shift the board in a new direction, away from the strict formality of a committee suite to a more inclusive and informal arrangement where all are equal partners.”
He said the tour of the mental health trust was of huge value. “It helped us understand each other’s strengths and challenges. This process and the active involvement of all our partners has set us on a journey of development as a strategic partnership, with all members shaping and developing the agenda.”
The other three priorities will each receive a deep dive during the other meetings held during 2026-27, with board member champions identified to take this forward, supported by facilitators and partners.