The purpose of this paper is to describe the work between statutory sector partners in Staffordshire to establish a transformational rather than transactional health and well being board and its approach to resource allocation.
The paper describes the principles and process of achieving a shared ambition for Staffordshire, and the practical and strategic considerations of taking a broader and more ambitious approach than current guidance recommends.
Supporting individual organisations to achieve their statutory requirements within the context of the shared vision, and using customer insight intelligently to influence the decision‐making process, are critical to success. The challenge of moving resources in times of financial hardship and organisational flux should not be underestimated.
The process of moving resources into prevention and early intervention cannot be done in a “one size fits all” way and has to be considered as part of a differentiated approach. In addition, organisations must be willing to cede influence and resources to support the vision, thus challenging culture and traditional organisational boundaries and structures.
The process described in the paper is designed to improve health and well being for citizens in Staffordshire, tackling inequality in an integrated, targeted and proportionate way.
This is an emerging example of “whole system” integration.
