This paper aims to contribute to the discourse on the role and efficacy of the newly emerging health and well being boards which are established within the Health and Social Care Act 2012. It also aims to propose the importance of high functioning relationships underpinning clear but flexible local design.
The paper is based on the reflections of the chair of the shadow Health and Well Being Board in Bath and North East Somerset and the chief executive of one of the local provider organisations. They share a commitment to effective joint working and see the workings of health and well being boards epitomising the functionality of local interagency working. This is explored through a case study of the development of the Health and Well Being Board in Bath and North East Somerset.
The paper proposes the importance of high functioning relationships that can transcend structures and suggests that health and well being boards be considered as system orchestrators creating space for the challenge and creativity that creates “good enough” solutions to complex issues.
The paper contributes to the active discourse on how best to establish and develop effective health and well being boards and aims to create value through shared learning and experience.
