North Yorkshire Council
North Yorkshire Health and Wellbeing Board
18 July 2025
North Yorkshire Joint Local Health and Wellbeing Strategy 2023-2030:
Delivery Plan and Monitoring Approach
Report of the Director of Public Health
1.0 PURPOSE OF REPORT
1.1 To propose an approach for monitoring and evaluating the progress of the North Yorkshire Joint Local Health and Wellbeing Strategy 2023–2030
1.2 To present for endorsement the draft Strategy Delivery Plan for 2025-2026 and draft suite of impact measures.
2.0 BACKGROUND
2.1 The North Yorkshire Joint Local Health and Wellbeing Strategy 2023-2030 (the Strategy) was approved by the North Yorkshire Health and Wellbeing Board (the Board) on 22 May 2024, endorsed by North Yorkshire Council’s Executive on 18 June 2024 and adopted by Full Council on 24 July 2024. The Strategy is a statutory requirement that requires approval by Full Council in line with the constitution and the monitoring of its delivery is a core function under the Board’s Terms of Reference.
2.2 The Strategy outlined 3 strategic priorities of Prevention, Place and People as well as a number of cross-cutting themes. Within each these, wide-ranging actions were outlined, committing all partners across organisations and sectors to work together towards the Strategy’s vision “for all residents of North Yorkshire to have a fair chance of living a fulfilling life, free from preventable ill health, 'adding years to life and life to years’”.
2.3 The Board committed to track the progress of the Strategy’s delivery and these commitments are summarised in Section 3 of this report.
2.4 Since the Strategy was adopted, the Board has been provided with one delivery update on 14 March 2025. This update outlined progress against each of the priority areas in the 9 months following the Strategy’s approval by Full Council.
3.0 COMMITMENT TO MONITOR THE PROGRESS OF THE STRATEGY
3.1 Within the Strategy document itself, as well as through meeting discussions, the Board has committed to:
· Develop its role as leaders in the wider health and care system and advocate at regional and national levels for improvements.
· Deliver the priorities within the strategy and track their progress through annual action plans.
· Develop a delivery plan with ways to measure the difference that is being made.
· Hold spotlight sessions on each priority to examine progress in more detail throughout the year.
4.0 SUGGESTED DELIVERY PLAN AND MONITORING APPROACH
4.1 In order to meet the Board’s commitments in relation to the Strategy outlined in section 3, the following annual and cyclical approach is proposed:
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4.2 For the year 2025/2026, this would translate into the following planned items for the Health and Wellbeing Board work programme and meeting schedule:
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A) 18 July 2025 |
An annual delivery plan report will be presented to the Board, outlining: · the proposal for monitoring the delivery of the Strategy (building on this report) including the focus of any spotlight sessions · the delivery plan against the Strategy priorities for 2025-2026 including alignment with the Ambitious for Health programme · proposed metrics/success measures to demonstrate the impact of delivering the Strategy over its lifetime (up to 2030)
This will create an opportunity for Board Members to agree the focus for Strategy delivery in the coming year, offer feedback on gaps or priorities and propose topics for future spotlight sessions.
The draft Strategy Delivery Plan for 2025-2026 is found at Appendix A.
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B) 19 November 2025 |
A mid-year progress report will be presented to highlight to the Board actions from the 2025-2026 delivery plan which have been completed, significant milestones which have been achieved and any particular areas of concern. It is acknowledged that there will not be progression for all commitments within a six-month timeframe, and therefore, only those with updates/concerns will be included.
This will enable Board Members to gain assurance that the Strategy is being delivered, and to be aware of any significant issues in particular areas, taking action accordingly within their organisations/sectors.
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C) Dates TBC |
Spotlight sessions will be planned to cover deep-dives into individual Strategy priorities and/or specific actions within the annual delivery plan, facilitated by the relevant Officers leading the work. These sessions are intended to complement, rather than replace, the existing workshops, should the Board wish to continue with them.
This will enable the Board to gain a more in-depth understanding and assurance around key topics or projects, for example those requiring joint action across the system, potentially causing concern and/or attracting significant investment.
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D) July 2026 meeting |
An annual report will be presented to the Board to outline progress/completion of the actions for each Priority outlined in the 2025-2026 delivery plan and a summary of the impacts of this action on the metrics/success measures identified. It may also be appropriate to review the Strategy’s Equality Impact Assessment.
At this same meeting, it is envisaged that the delivery plan report for 2026-2027 would also be presented, along similar lines to step A above.
This will ensure that the Board can celebrate achievements and impacts whilst also identifying areas which require a continued or renewed focus for the forthcoming year in order to continue working towards the commitments, priorities and vision within the Strategy.
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4.3 Recognising that most organisations have their own internal planning and monitoring cycles, it is proposed that the above approach runs on an annual basis from July/Summer to July/Summer. This will ensure a pragmatic approach to drawing together relevant actions and performance impacts from existing organisational updates, whilst still providing the opportunity early-on in the financial year for the Board to identify and influence areas of focus within work programmes which contribute to the Strategy.
4.4 A tracker showing Strategy commitments, actions and progress updates will be maintained by Democratic Services and will be available to Board members upon request, in due course allowing the Board to see and monitor progress in each area over the lifetime of the Strategy.
4.5 The compilation of the draft Strategy Delivery Plan for 2025-2026 (see Appendix A) shows that there is planned activity being undertaken by system partners across every commitment within the Strategy. This provides assurance at this stage in the cycle that actions have been identified to contribute to the delivery of Strategy priorities. Future updates as outlined above will focus on describing progress in delivering actions (steps B and D, section 4.2); considering particular areas of development in greater depth (step C, section 4.2); and understanding the impact of activity delivered through the Strategy (step D, section 4.2).
5.0 MEASURING IMPACT
5.1 As outlined in the Strategy, fulfilling the stated commitments will require sustained action over the long term. Given the multi-year nature of the strategy, it is anticipated that not all areas will demonstrate measurable progress at each reporting interval. Instead, updates will reflect incremental developments as and when progress has been made.
5.2 It is important to distinguish between reporting on actions undertaken and assessing their impact on people and communities. While the progress updates will provide information on what has been delivered, a more comprehensive assessment of the effectiveness and outcomes of these actions will be presented in the annual report. Indicative measures have been identified in the Strategy Delivery Plan 2025-2026 (Appendix A) to support the Board in understanding whether the actions delivered over time are resulting in the desired change/direction of travel. It should be noted that the impact of some work under the Strategy may not manifest itself in performance information or population-level data for a number of years.
6.0 ADDITIONAL OPTIONS FOR ASSURING STRATEGY PROGRESS AND IMPACT
6.1 Research undertaken with other local authorities has identified that in some places, Health and Wellbeing Boards have appointed champions to lead or sponsor each area of their Joint Health and Wellbeing Strategies. Consideration could be given to adopting this model in North Yorkshire, with a number of individual Board members taking a more active role in particular areas of the Strategy, monitoring progress and providing updates to the Board. These champions could also lead Spotlight sessions alongside the relevant Officers providing topic-based expertise as appropriate.
6.2 The Strategy recognises that a key measure of success will be the feedback received from communities—what people say about their experiences, their health and wellbeing, and the extent to which they feel involved in delivering change. The Board has committed to develop the ways that people can get involved in its work and so Board Members may wish consider how this engagement can be further developed.
7.0 REASONS FOR RECOMMENDATIONS
7.1 Commitments have been made to monitor the delivery of the Strategy. Accordingly, it is recommended that a structured delivery plan be implemented, incorporating annual reports, progress updates, spotlight sessions, and the ongoing maintenance of a database.
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8.0 |
RECOMMENDATIONS
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i) That the approach for monitoring and evaluating the progress of the North Yorkshire Joint Local Health and Wellbeing Strategy 2023–2030 outlined in this report is agreed, and the items are added to the Health and Wellbeing Board work programme ii) That the draft Strategy Delivery Plan for 2025-2026 and draft suite of impact measures are agreed (Appendix A) iii) That suggestions for spotlight session topics are made That the additional options outlined in section 6 are considered during the course of 2025/2026, aligned, if appropriate, to the forthcoming review of the Health and Wellbeing Board’s role within the wider health and care landscape in North Yorkshire
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APPENDICES
Appendix A – North Yorkshire Joint Local Health and Wellbeing Strategy Delivery Plan 2025-2026.
BACKGROUND DOCUMENTS
North Yorkshire Joint Local Health and Wellbeing Strategy 2023-2030.
Report Authors – Naomi Smith, Head of Health Improvement and David Smith, Senior Democratic Services Officer.
Presenter of Report – Naomi Smith, Head of Health Improvement.