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Agenda item

Covid-19 Rapid Health Impact Assessments

Report of the Director of Public Health, SCC

Minutes:

6.1

Eleanor Rutter attended the meeting and presented the report.

 

6.2

The Chair reminded the Board that the Rapid Health Impact Assessments had been discussed at the previous meeting and the report was now in front of the Board.

 

6.3

Eleanor Rutter reminded the Board that the Rapid Health Impact Assessments were the work of 100’s of people.  The work had been commissioned in May as there was a need to document the impact of the pandemic and the responses to it.  This had created an evidence base from which to move forward.  Concerns had been raised that there were too many recommendations which were too disparate and far-reaching.  Work had been undertaken to alter the wording and help the Board engage.

 

6.4

The Chair said that the recommendations could be used to implement the Health and Wellbeing Strategy and asked if the Health and Wellbeing Strategy needed to be modified to align with the recommendations.

 

6.5

Mark Tuckett said that the report was to be shared on the Accountable Care Partnership (ACP).

 

6.6

Terry Hudsen said that he was happy with the recommendations and there was a need to share them with all partners.  It was also incumbent on commissioning organisations to consider the recommendations. He also thanked all those involved.

 

6.7

AGREED that the Health and Wellbeing Board:-

 

(1)  note, the impact on health and wellbeing identified in the RHIAs;

 

(2)  Notes the recommendations made by practitioners in the field and those contributing to the RHIA;

 

(3)  Note the action taken already in response to the pandemic, which have been identified in the RHIA;

 

(4)  Commit to considering those recommendations as part of our approach to implementing the Health and Wellbeing Strategy and give due consideration to whether any of the 9 objectives outlined within the strategy need modifying in the future in response to the learning from the RHIA. This ties in to the learning produced during the summer workshops with respect to: learning from the crisis response; new opportunities; new

          challenges and the changing context; and the strategic role of

the Board;

 

(5)  Commit to sharing the recommendations with partners (some of whom may sit outside the immediate sphere of influence of the Board) and;

 

(6)  In relation to point 5 above, commit to receiving ongoing feedback from or engaging in dialogue with partners regarding those recommendations

 

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