To consider the refreshed Epping Forest Health &Wellbeing Strategy 2022-2026 and associated revised partnership delivery structure arrangements.
The Service Manager for Community, Culture & Wellbeing, G Wallis and Public Health Improvement Officer, F Ferrari presented the refreshed Epping Forest Health & Wellbeing Strategy 2022 -2026 and the agreed partnership arrangements for this to be delivered.
The Committee asked a number of questions and made the following comments.
· Had there been any measures put in place for the cost-of-living crisis and potential recession? The Service Manager advised that they had been identified as one of the five strategic priorities. It was noted that the following had been set out in the Strategy in relation to this priority.
- Increasing access to available resources which support residents with the rising cost of fuel and food.
- Working with employers and anchor institutions to enhance employment opportunities for residents.
- Helping residents of all ages access education, training, skills development and volunteering opportunities to enable them to fulfil their potential.
- Increasing knowledge and awareness of financial skills and support amongst children, young people and adults.
· How would the messages be communicated to children? The Service Manager advised that the EF Health & Wellbeing Action Groups included partners such as the Essex Child & Family Wellbeing Service and Active Essex with partner agencies were frequently working and delivering initiatives directly into primary and secondary schools. Partners were also working with the parents, carers, and guardians of children to further disseminate the information.
· What were court and road champions? The Public Health Improvement Officer advised that this was an inclusive term for a type of Community Champion that lived either within courts or on roads in the community.
· That the Strategy confirmed the importance of green spaces in the urban areas of the district.
· What was a financial wellbeing hub? It was a service facilitated on behalf of the EF Health & Wellbeing Board by Epping Forest Citizens Advice to help resident’s maximum their income and other services that could provide residents with support if they were experiencing financial difficulties.
· Were there any plans to deal with the effects of long term Covid? This would be considered by the Clinical Care Action Group action group and driven through the wider strategy.
· That the Committee should receive a report on the projects delivered by the Strategy and compare them against the success criteria.
· Could officers provide the statical information basis on wards mentioned in the Strategy. It was noted that information mentioned for the district could be found at the following link Local Authority Health Profiles - Data - OHID (phe.org.uk)
· Had the Council been part of the Active Essex campaign? It was noted that the Council had obtain funding from Active Essex for projects within the district. They also chaired the Healthy Behaviours Action Group and were one of the partners within the Board.
· How was the success of the Strategy measured? It was noted that each Action Group would develop its own projects and initiatives and at that point, and at that point impact measures would be agreed collectively between the partners. Furthermore, both data and case studies would feed into the evaluation of the projects, capturing both quantitative and qualitative outcomes.
· That the Committee would like to receive an annual update on the Strategy, in an agreed format.
· It was noted that there were similar needs in Loughton for a financial wellbeing hub and other similar initiatives, especially relating to mental health. Officers advised that these issues would be reported back to Primary Network Colleagues. It was also noted that the Council worked closely with Sparks and Mind, which were both mental health charities. Offices advised that there was the will to roll out the support services to the other super out point areas in the district.
· What were the costs associated with the Strategy? It had no dedicated budget, but it did have a host of partner agencies, the community and a will to work together to align the existing resources ensuring a whole system approach and alignment of resources to achieve agreed common goals.
· How would the work be audited? As initiatives and projects were started, there would probably be an agreed benchmark made by agencies and partners that would reported back to the Board.
· It was noted that Frontline was a portal that captured all the events and activities going on in the district. Partners, organisation and the general public could submit information to this service which was found on the council’s website.
1. That the Committee noted the revised Epping Forest Health & Wellbeing Strategy
2. That the Committee receive annual update on the Strategy.