Think Prevention: In North Yorkshire, we will improve the health and wellbeing of all our residents by concentrating on the big actions that will make the most difference to our population

JHWBS commitment	Indicator of success in 2030 (i.e. how do we know we're heading in the right direction and making an impact?)	Actions for 2025/26	2025/26 Mid-Year Update (December 2025)
Supporting the mental health and emotional wellbeing of children and families, with a focus on those in our communities who have been hit the hardest by the pandemic as evidence on this emerges	•  Our Growing Up in North Yorkshire (GUNY) survey information, in conjunction with referral and mental health outcomes data, will indicate improving Mental Health and wellbeing across our whole population. We will have narrowed the gap between the mental health outcomes in our vulnerable groups and our CYP population as a whole. •  System: There will be a streamlined mental health and wellbeing system across the county, aligned with the iThrive model, meaning that any child looking for support will receive the right level of support from the right organisation in a timely fashion, with all agencies working in a co-ordinated way, to reduce duplication and ensure the system is accessible and easy to navigate. All organisations will know about the system and all parts of the system will know about each other.	Support the Children and Young People's Mental Health Transformation Programme: •  Development of the Go-To wellbeing website and extend this to autism/neurodiversity. •  Development of a shared culture and language, with a manifesto to which all organisations can sign up, to prevent "othering." •  Use of GUNY data cross-referenced with provider data to identify those populations with poor mental health and wellbeing.	CYP MH Transformation team have produced 30 separate proposals. Multiple workshops have taken place, including a prioritisation workshop. The team are about to be joined by a dedicated business support resource to work on the information gathering and mapping aspects of the proposals. Website development is progressing and we are exploring how best to support children in school settings as well as more streamlined systems and processes. We have identified certain population groups with more concerning mental health and wellbeing indicators and are working to improve inclusion mechanisms in all settings. E.g. youth work career pathways, peer supporters, social prescribing.
Tackling issues which cause health inequalities and make it harder for people with poor mental health to stay well. These include employment, loneliness, discrimination, debt and housing	Implementation of the CMHTH across NY by 2030 expected outcomes are: •  Timely and Seamless Access: People can access mental health care when and where they need it, with smooth transitions across services. Support is tailored to individual needs—whether intensive or lower-level—ensuring care is delivered in the most appropriate setting. •  Earlier Intervention: Individuals receive timely access to care and interventions, helping to prevent escalation and promote better long-term outcomes. •  Make every contact count MECC: Every point of contact leads to the right help. Individuals are connected to a coordinated network of services that work seamlessly behind the scenes, offering non-judgmental, timely support. •  Reduced Waiting Times: Waiting times for Community Mental Health Teams are reduced by ensuring referrals are appropriate and by supporting individuals through the Hub when clinical services are not required. •  Improved Access to Care: Shorter waiting times for therapy and support. •  Improved Mental wellbeing: The Warwick-Edinburgh Mental Wellbeing Scales pre and post intervention	•  Procurement and commissioning of the Mental Health transformation hubs with Voluntary, Community and Social Enterprise sector and wider system partners to improve access to preventative support for people in the community •  Work collaboratively with partners to join up development work and offers to residents - Community Anchors and Prevention Plus.                                                                                                                                                                                               •  Work in partnership with the Mayoral Combined Authority (MCA) on a joint men's mental health work programme and Trailblazer Supportive Employment •  Deliver Menfulness Men's Health project in Scarborough to address health inequalities •  North Yorkshire Council has a Supported Employment service who are working with the Mayoral combined authority (MCA) to deliver the Connect to Work programme, this is a work programme in England and Wales to help disabled people, those with health conditions and people with complex barriers to employment, to find sustainable work.	Mental Health Transformation hubs - we are currently taking a system approach to the community hubs/ offer to ensure their align with the national outcomes for neighbourhood hubs and the wider mental health system. North Yorkshire Council will commission the community offer on behalf of Humber North Yorkshire ICB. Mental health prevention contracts extended for a further 2years and Staying Health, Independent and Connected have been extended for a further year. Work is underway across the system around a prevention plus offer, neighbourhood hubs and the development of VCSE commissioning models. North Yorkshire Council's Public Health team are a key partner with the MCA on the Men’s Mental Health taskforce –logic model in place that identifies interventions to address Men’s Mental Health; Rocket science research mapping exercise and the men’s health strategy. Developing work on mental health and carers with a focus on Accessibility, Flexibility: Sustainability: and Voice - developing a new employment support offer through the connect to work initiative and delivering trailblazer activity
Preventing the onset and reduce the impact of cardiovascular disease (CVD) by identifying those at risk earlier, focusing on prevention and improving the management of CVD health conditions	•  Cardio-Vascular Disease (CVD) Quality and Outcomes Framework (QOF) indicators for 2025-2026 •  Mortality rates from Cardio-Vascular Disease (CVD) types •  Cardio-Vascular Disease (CVD) Prevent audit based on Primary Care data	Enhance work underway around Cardio-Vascular Disease (CVD) prevention including •  delivery of CVD community champions programme in target areas •  CVD prevention activities targeted at coastal communities to reduce health inequalities	CVD Community Prevention Coordinator has commenced in post in Selby and working with VCSE partners to equip them with training to support CVD conversations with local residents. The Coordinator has a small supply of blood pressure machines which can be used by VCSE partners (following appropriate training). Guidance and results cards have been developed. CAVCA in Scarborough are launching a health and wellbeing initiative which includes self-service stations of blood pressure monitors. HNY ICB are supporting this initiative with training, materials and protocols.  During Know Your Numbers! week 2025 (8th-14th September), North Yorkshire Council offered free blood pressure checks across libraries, leisure hubs, mobile libraries, and workplaces, with 206 checks completed in libraries alone. A new health kiosk was also launched in Whitby Hospital for use by patients and the local community, enabling people to self-serve to check their blood pressure, height, weight and pulse. Throughout the week, residents were reminded that they can get their blood pressure checked year-round at their community pharmacy or by loaning a blood pressure monitor from their local library. These activities during Know Your Numbers! week aimed to raise awareness and make blood pressure monitoring easy and accessible, helping people take control of their health and prevent serious conditions like stroke and heart disease.
Continuing to reduce smoking levels in North Yorkshire, working towards our aim of achieving ‘smoke-free 2030’	•  Smoking prevalence •  Number of people setting a quit date (SAQD) through local specialist stop smoking service •  Number of people achieving a 4 week quit (4WQ) through local specialist stop smoking service •  Increased individuals from priority population groups accessing Living Well Smokefree (specialist stop smoking service)	•  Scale up activity within Living Well Smokefree Service working towards Smokefree Generation targets •  Begin refresh of Tobacco Control strategy •  Oversee local implementation of new Tobacco and Vapes legislation •  Continue to develop the local response to vaping	Living Well Smokefree service continues to support people in North Yorkshire to quit smoking, with increases on all key metrics in 2025/2026 so far compared to 2024/2025. Refresh of the Tobacco Control Strategy will begin in 2026 following completion of a needs assessment. North Yorkshire Council has provided responses to Calls for Evidence from Government as part of the preparations for implementation of new Tobacco and Vapes legislation, covering areas including public health impacts, licensing and trading standards.  Crucial Crew events running in Scarborough, Selby and Harrogate (summer) and Hambleton/Richmondshire (autumn) reached around 6,000 children with sessions around the dangers of smoking, supporting prevention and extending reach of messages home to parents and carers.
Continuing the successful partnership approach of the Healthy Weight Healthy Lives strategy, developing our whole system transformational approaches to physical activity and access to healthy food.	(This objective aligns with No 32 and No 41) •  More people are active •  Reductions in diet related illness	•  Develop evaluation and impact measures •  Embed psychological support approach	Healthy Weight, Healthy Lives has evolved into two key system pieces of work, namely; the Food for the Future Framework and the Moving North Yorkshire Framework. Both taking strong systems approaches to creating healthy lifestyles through diet and movement. The new Healthy You service launched in Jan 2025. Impact measures in place and will have full 12months data by end of 2025/26. Work on psychology support within the service will begin in the new year.
Implement the new national Modern General Practice model to support recovery of access to primary care in communities. This will support the continuing growth in the number of appointments available in GP Practices	Modern General Practice (MGP) has been established as appropriate to deliver equitable access based on local population health needs, realising improvements in patient access, experience and clinical outcomes. Primary Care Networks (PCNs) and General Practices are Risk Stratifying Patients to identify those that would benefit most from continuity of care. Unwarranted variation is identified and addressed  via the national Commissioning and Transformation Support (CATS) metrics aligned to MGP. General Practice and Primary Care Networks are engaged in Integrated Neighbourhood Team development with local system partners. Modern General Practice is established as a Key Component of Integrated Neighbourhood Health and configured to health needs in communities. Patients in the Humber and North Yorkshire will benefit from almost 240,000 more GP appointments each year as  a number of doctor’s surgeries will receive funding to physically upgrade and modernise practices.	•  Complete local Pharmaceutical Needs Assessment •  Over 40 North Yorkshire practices are part of the Utilisation and Modernisation Fund for 2025/26, covering sites like Pickering, Great Ayton, Hunmanby, and Beech House. These upgrades will create more consultation space and increase appointment capacity. •  From 1 October 2025, all GP practices must keep online consultation tools active throughout core hours (8 am–6:30 pm) for routine appointment requests, medication queries, and admin requests. This aims to end the “8 am scramble” and free up phone lines •  Deliver local response to NHS England Delivery Plan for Recovering Access to Primary Care. In HNY ICB and Lancs and South Cumbria ICB (covering Bentham and Ingleton) focus on: 1. Build capacity - expand access; recruit to additional roles; promote Multi Professional Teams 2. Implement Modern General Practice Access - provide rapid assessment/response; avoid asking patients to ring back another day 3. Empower patients - support people to use online tools if they are able; create capacity for patients who are unable to use technology to contact GPs in more traditional ways. 4. Cut bureaucracy - Reduce the workload across the interface between primary and secondary care, and the burden of medical evidence requests. •  Craven Place: Agree and implement West Yorkshire ICB GP Action Plan with NHS England. This includes measures to improve patient access and experience of care in GP services through: 1. Tackling unwarranted variation identified by national metrics and local intelligence. 2. Improved contract compliance and assurance targeted to facilitate the establishment of Modern General Practice. 3. Practices most in need of support to progress Modern General Practice are enrolled to GP Improvement Programme.	Local Pharmaceutical Needs Assessment considered by Health and Wellbeing Board in September 2025 and now published. In HNY ICB the use of the Primary Care Utilisation and Modernisation Fund (UMF) 2025 to 2026 is progressing. Any practices who were turning off online consultations early have been contacted and have now confirmed they are providing this service during core hours. Practice data for modern general practice is being reviewed on an ongoing basis, practice visits are being undertaken and assurance provided to NSHE.
Providing good access to primary care and urgent care to reduce the need for admission into a hospital bed and reducing the average length of stay in a hospital bed through timely and safe discharge back home or to suitable community-based care	•  The new Intermediate Care approach will aim to deliver a more integrated and coordinated approach to health and social care. This will support independence through  improved post-illness or hospital discharge. This will also help to reduce avoidable admissions and long-term care placements. Enhanced discharge processes will also help create hospital capacity. •  This is included within the Bradford District & Craven Health Care and Wellbeing Strategy. Delivery will be monitored via the Health and Wellbeing Boards and Bradford District and Craven Strategy Delivery Groups.	•  Develop an integrated urgent care plan for each locality in North Yorkshire ahead of Winter 2025. •  Local Enhanced Services training (LES): The Humber North Yorkshire ICB’s Primary Care Workforce Training Hub is delivering targeted LES training for practices participating in enhanced service delivery, with direct support channels available. Available training will include: Phlebotomy, Respiratory, ECGs, Diabetes, Wound care. •  Finalise business case for new intermediate care model.	Bradford District and Craven has been accepted on the National Neighbourhood Health Implementation Programme.  Two sites have been chosen as 'accelerators', Bradford South and Airedale, Wharfedale and Craven. HNY ICB North Yorkshire Place • Comprehensive access to step-up (and maximise use as step down) pathways to Virtual Wards – Humber FT Virtual Ward (25 beds serving Scarborough, Whitby, Ryedale) has shown occupancy of consistently >85%, often above 90% and sometimes 100% during 2025/26 year to date. • Increased case finding for undiagnosed COPD • Targeted Neighbourhood focus on actively managing childhood asthma • Diversionary pathway for appropriate Category 4 ambulance patients - opportunities from missed opportunity audits • Comprehensive access to urgent treatment centre (UTC)/primary care streaming at every emergency department (ED) • Access to comprehensive Frailty Assessment • Enhancing proactive care for vulnerable patients, including HIU • Ripon minor injury unit (MIU) becoming Ripon urgent treatment centre (UTC) – started seeing both minor illness and minor injury patients in early Nov  – full designation process well underway and expected to conclude in April 2026 • Increasing access to mental health crisis response • Moving forwards, commissioning intentions in North Yorkshire are highlighting the opportunity for UTCs to operate as the "front door" to EDs (where co-located) – recognised as national best practice
Delivering quality healthcare through innovative models e.g. virtual wards and a new intermediate care model including improvements in triage, assessment, discharge, reablement and community based care and support;	•  Flow / discharge from acute hospitals - reduce No Criteria to Reside down to 10% / Improve achievement of Discharge Ready Date towards 100% •  Enable people to return home from hospital and to remain in their own homes for longer through preventative care - measures include: number of people in their own residence 100 days post discharge; achieving reductions in people requiring long-term placements in residential beds; Intermediate Care Beds operational with integrated input from primary care and community health teams; 80% of people return home following stay in Intermediate Care bed; Low number of people readmitted to hospital/care home following their return home; More people are able to return home within 6 weeks. •  Supporting people to achieve their potential - reducing the numbers of people relying on domiciliary care packages •  Pro-active support for frail elderly people in crisis reducing preventable hospital admissions.	•  By July 2026, approval of business case by all NHS Acute Trusts, North Yorkshire Council and Humber North Yorkshire Integrated Care Board and implementation phase begun. Integrated intermediate care service plans in place with key decisions on leadership, organisation and level of integration approved and agreed. Unmet need and short term bed usage reducing in line with medium term plans •  Develop intermediate care hubs, an integrated rehabilitation and reablement service, VSCE wrap-around support, and bespoke intermediate care bed offer, all supported by appropriate therapy and professional support, leading to a home-first outcome wherever possible •  Co-design and implement a new integrated community equipment service •  Develop proposals for a consistent offer for Community Health Services across North Yorkshire •  Ensure a comprehensive frailty offer is in place, including Voluntary, Community and Social Enterprise Sector support, case-finding, comprehensive geriatric assessment, and frailty neighbourhood integrated teams •  Review and optimise bed-based intermediate care provision within the independent sector and Care Provider Services, pending the longer-term development of NYC Care and Support Hubs	Draft business case and specification for intermediate care has been approved by the board, with further work focussing on clarifying benefits and impact. Preparation for implementation phase underway. Intermediate care hubs are developing well with improved Multi-Disciplinary Team (MDT) working with partners - maturity matrix approach being undertaken. A more integrated approach to the delivery of intermediate care between rehabilitation and reablement workers is recommended. Additional Home First intermediate care capacity has been created through bridging services provided by the care market and additional NHS therapists. Additional winter intermediate care beds are being established. A new equipment service will be procured during 2026/27 and a new service specification is being designed. NY Place (H&NY ICB) are working on a frailty approach to complement intermediate care and NYC are progressing frailty work with VSCE partners. Frailty virtual wards (82 beds) are now established across North Yorkshire allowing more people to receive care at home
Developing a multi-agency programme of work around falls and frailty	•  Pro-active support for frail elderly people in crisis reducing preventable hospital admissions. •  emergency hospital admissions due to falls (ages 65-79; ages 80+) as a proportion of total population (noting the expected increase in older people in North Yorkshire) •  hip fractures (ages 65-79; ages 80+) as a proportion of total population	•  Establish local working groups across partners in Vale & Selby and Hambleton & Richmondshire localities to develop local joint action around falls and frailty •  Work with Active North Yorkshire service to develop a core physical activity offer for older people which includes strength and balance programmes to support falls prevention	Working groups have been established to look at local priorities around falls and frailty in Hambleton and Richmondshire and Vale and Selby. A workshop was held to look at an active ageing offer across the county and several workstreams identified. NY Place (H&NY ICB) are working on a frailty approach to complement intermediate care and NYC are progressing frailty work with VSCE partners. Frailty virtual wards (82 beds) are now established across North Yorkshire allowing more people to receive care at home
Reducing long waits for care and treatment in line with the NHS long term plan and joint forward plans of the ICBs, with a focus on prioritising clinical need	•  Across North Yorkshire secondary care providers, there has been a clear ongoing trend seeing a reduction in the number of long waits - In April 2024 there were 1435 people waiting for more than 52 weeks for treatment. In April 2025, this has reduced to 855 - a reduction of over 40%. This means that only 1.6% of all patients are waiting more than 52 weeks, and 64.5% receive treatment in 18 weeks or less. •  This is included within the Bradford District & Craven Health Care and Wellbeing Strategy. Delivery will be monitored via the Health and Wellbeing Boards and Bradford District and Craven Strategy Delivery Groups.	•  Establishing Pathway Review Groups with Acute NHS Trusts to review priority clinical pathways to make them consistent, easier to navigate and redesigned where appropriate to maximise out-of-hospital prevention and support. • Continue to deliver Adult Social Care 'Waiting Well' improvement priority actions to ensure pro-active approaches to supporting people's wellbeing and managing risk while they wait for occupational therapy, care and support. •  Craven place: Continued review of capacity & demand with a focus on prioritisation across our care pathways	A clinical strategy for Airedale and Bradford Hospitals was signed off by executives in November 2025. Airedale and Bradford Collaboration of Acute Services (ABCAS) has been established to deliver a 2-year planning cycle to harmonise pathways (endoscopy), reduce some aspects of medical workforce to accommodate other clinical roles, remove outsourcing for T&O and other elective procedures, consolidate some of our more fragile services including stroke and neurology. Other opportunities are being phased based on the following data points: RTT performance and w/list size, 18-week breaches, cost per case, activity per WTE, vacancies, and use of agency.   This is alongside quality, safety, estates, and interdependencies. Across HNY ICB North Yorkshire Place: in Harrogate, the waiting list stands at 20,426, down from 21,689 in January. As of September 76.1% of patients are waiting less than 18 weeks from referral to treatment which is up from 67.1% in January and no patients are waiting for 52 weeks or more.
Improve uptake of NHS health checks, screening and immunisation programmes	•  NHS health check invite and uptake rates. •  Identification of those with a Q-risk score of 10% or more. •  Meeting national screening and immunisation targets.	•  Continue delivery of NHS health check programme, taking a health inequalities lens to ensure maximum reach •  Support the roll out of the updated childhood immunisation schedule.	Updates to the national childhood immunisation schedule are being implemented this year (including new chickenpox vaccine). HNY ICB among top performing areas for seasonal vaccination roll out. NHS Health Check programme continues with 60+ providers delivering across North Yorkshire. High activity performance with a CVD risk detection rate of 19.5% in the last 2 quarters, meaning that people can receive further advice and support to reduce their risk of developing CVD.
Implement the North Yorkshire Sexual, Reproductive Health and HIV strategic framework, working across the system to deliver the associated action plan	•  Specialist sexual health service in place •  Levels of sexually transmitted infections below national average •  Mechanisms in place for incident and outbreak management for sexual health issues	•  Review with a view to extend the current Section 75 arrangement for provision of specialist Sexual Health services •  Implement HIV action plan	4-year extension to current Section 75 arrangement for provision of specialist Sexual Health services agreed in principle. Consistent strong performance across all areas of service. North Yorkshire HIV action plan developed, building on the England HIV action plan, and is in the process of being implemented. North Yorkshire and York Sexual and Reproductive Health Network developed to support implementation of the strategic framework.
In line with our transformation plan, continue the ICB programme of investment in access to NHS dentistry, and use population health data to direct dental funding to the areas of most need to help reduce inequalities	•  Latest available monthly data (Dec 2024) is showing that across the Humber North Yorkshire ICB 39% of adults were being seen by an NHS dentist. For children this figure is 64% and shows an ongoing upward trend.	• Humber North Yorkshire ICB operational plans for  2025/26, include investment of £4.4m to commission around 45,000 urgent care dental appointments, and launching a flexible commissioning scheme which will  also prioritise access for urgent and high needs patients.	Across the ICB the total number of dental patients seen each month has grown during the first half of 2025-26, starting at 671370 patients seen in April 2025, rising to 675120 patients in October. This dropped to 671,961in the latest data from November 2025. The percentage of actual dental activity delivered against the commissioned level of activity has been above the target for each month of the first half of 2025/26 with the exception of August.
Develop robust, flexible commissioning strategies to enable a wider range of dental services including community dental services, intermediate minor oral surgery, referral management service, urgent dental care and dental checks in special educational need schools	•  There will be supervised toothbrushing promoted in schools. • Reduced hospital admissions for dental decay. • Reduced dental caries as evidenced by the 5 year dental epidemiology survey. • Narrowing of the gap between our vulnerable groups of Children and Young People  and the population as a whole.	•  Arrange supervised toothbrushing in as many schools in more disadvantaged areas as possible. •  Extend the PAT scheme which promote supervised toothbrushing, but also treats any tooth decay found on fluoride rinsing. •  Implement the dental epidemiology survey for 5 year olds.	The oral health promotion programme has had funding approved for the next 4 years. Supervised toothbrushing is offered in primary schools and early years settings in our most deprived communities. The PAT programme which provides access to dental care for children identified in schools, in more deprived settings, is underway through flexible commissioning arrangements with dental practices. HDFT staff have undergone training to provide the 5 year old dental epidemiology survey. Bradford and Craven - We are working to reduce the waiting times for community dental which requires admission to hospital for dental work under anaesthesia
Implement the Age Friendly Communities framework, co-producing actions with the North Yorkshire Age Friendly Network	• Successful delivery of actions and work programmes across the system	•  Implement recommendations from the Director of Public Health Annual Report on Health Ageing including actions across the 4 priority areas (health and reducing inequalities; housing; employment and financial security; age-friendly communities) as well as facilitating planning for the significant increase in the ageing population over the next 10 years across services and organisations	An action plan has been developed to implement the recommendations. Key progress includes integrating healthy ageing into programmes and service plans, as well as planning for the needs of an ageing population. Ongoing work focuses on falls prevention, improving access to dementia diagnosis, delivering the Ageing Well initiative on the Coast, establishing a Good Home Hub, and identifying support requirements for older workers. Achievements to date are outlined in the 2024/25 Director of Public Health Annual Report, “Working Together for North Yorkshire.” Plans are in place to recruit older people’s ambassadors to lead the voice of older people.
Continue to develop a network of Community Anchor Organisations to support individuals, groups and agencies in around 30 local geographies to contribute to prevention goals and reduce health inequalities - making local voices easier to hear, improving social connection, growing volunteering, running community activities or services and developing local solutions to local needs	30 Community Anchor Organisations, across NY, who recognised as 'system partners' by Council services and ICBs and are delivering universal prevention activities and services that prevent, reduce and delay escalation to statutory health & social care services. 10 Community Anchor Organisations, in places of high need/demand for health & social care services recognised as 'system partners' by Council services and ICBs and are delivering universal and enhanced prevention activities and services that prevent, reduce and delay escalation to statutory health & social care services.	•  Undertake a 10-year review of the North Yorkshire Council Living Well Offer to inform future direction of the service and ensure continued focus on targeted prevention •  Ongoing development of the Community Anchor Model	29 place-based organisations from across the county continue to work with the Localities and other service teams to progress a Community Anchor model and Community Anchor Collectives model for North Yorkshire.  Discussions continue in Scarborough to identify a suitable co –ordination organisation.  10-year review of the Living Well Offer is underway.
Strengthen the health and wellbeing offer in local libraries including social connection, volunteering opportunities, activities, information & signposting, literacy and digital connection	• Measure of number and diversity of events and activities.	•  Refresh the North Yorkshire Libraries Health and Wellbeing Strategy to better reflect current and ongoing health needs with input from health colleagues and professionals to improve the lives of people in North Yorkshire.	Disseminated vital seasonal health information to over 800 Home Library Customers. Library Strategy Mid Term review has been completed and shared with Councillors. In partnership with Public Health, have begun promoting oral health as part of delivery of pre-school Bookstart packs by giving out free toothbrushes and toothpaste to deprived settings. Beginning work with the NHS and council partners to support and promote use of the NHS App. Self Care Week celebrated across all libraries in North Yorkshire in November 2025
Further develop our partnership approach to the prevention of seasonal health issues, including adverse weather planning, heatwaves and climate change, fuel poverty, and prevention of excess winter deaths	•  Seasonal health strategy in place •  Joint summer and winter multi-agency communications •  Embedded adverse weather plans (in line with the national Adverse Weather Health Plan) •  Continued partnership working through the partnership group, contributing to initiatives to decrease fuel poverty and minimise deaths due to extreme weather conditions	•  Refresh the seasonal health strategy	Seasonal Health strategy will be refreshed, still in place until end of 2026 and scoping work has been completed to support refresh. Partnership continues to meet and delivers multi-agency communications with specific focus on Winter and Fuel Poverty.
Improve our approach to Community Infection Prevention & Control to support health protection in frontline services across the system	•  Community Infection Prevention & Control (IPC) service in place with the flexibility to cover acute scenarios in a range of settings. •  Audit programme for care settings •  Prompt sharing of information between organisations involved in health protection	•  Implement a new community Infection Prevention Control service specification across North Yorkshire and York	Continuing to support HNY ICB on updated contract. Information shared through Health Protection Assurance Group meetings, Incident Management Team meetings and through IPC quarterly reporting. IPC team delivering audits to care settings
Develop a local response to the national Suicide Prevention Strategy	•  Progress made to deliver the eight key priorities of the plan	•  Develop North Yorkshire Suicide Prevention Plan and work with key partners to deliver training, identify lessons learned and take preventative action	Plan is developed and is working its way through approvals. Aim to launch in early 2026.
Ensure that parents have the pre and post-natal support they need • Continue to ensure our Health Visitor provide appropriate support to every family, stepping up care where appropriate and ensuring that women have the right help in the first few years of their child's life; • Continue to promote breastfeeding friendly venues and expand breastfeeding peer supporters; • Continue to work together on perinatal mental health services; • Support local communities to provide parent and baby groups for peer support; • Close strategic working between children's services and the Integrated Care Boards	•  Our Healthy Child Programme will continue to deliver the 5 mandated contacts in a timely way, with our identified families who need extra support (UP) or wraparound intensive support (UPP) continuing to be supported across any identified health need, in partnership with primary and secondary care. •  Our breastfeeding figures will remain high and women are supported across the county. •  Our perinatal mental health pathway will be fully embedded with all system partners aware and using. •  We will continue to support local organisations to provide baby groups within local communities, supported by health partners and look to develop further links within local community anchor organisations. •  We will continue to enhance the Healthy Child Programme in alignment with the priorities identified by the HNY ICB's Start Well Board and BD&C HCP's Children and Families Board.	•  We will explore ways in which to increase the breastfeeding support provided. •  We will promote our single page perinatal mental health support pathway through a variety of forums. •  We will develop the ways in which we provide further support to families, including use of anchor organisations.	We continue to promote breastfeeding and ensure to focus breastfeeding groups are focussed in areas with greatest demand. The perinatal mental health pathway is being promoted. We are promoting the 0-19 service in a variety of forums, including primary care and are starting to use more community spaces to increase the choice women have for their 6-8 week mandatory contacts. A pilot is underway in Easingwold.
Continue to explore funding initiatives to provide affordable activities for children, young people and their families	•  By 2030, there will be an increase in youth clubs, youth events and an easier way in which young people will know about activities that are affordable across their local area. •  We will consider how public transport can improve ease of access to the main organisations providing these activities.	•  We will continue to work on the Thriving project, developing a comprehensive map of Children and Young People's activities in the Selby area and look at the public transport links to these activities. •  As part of the Children and Young People's Mental Health Transformation Programme, we will have an asset map of the county. •  We will continue to inform North Yorkshire Youth of any funding opportunities and promote the advantages of youth workers.	We are developing the youth work career pathway, partly through the Mayoral Combined Authority Trailblazer schemes. We are currently reviewing the information on services in Selby, gathered through an extensive youth engagement project. We continue to connect local VCSEs to any funding programmes to expand what is available for children and young people in local communities.
Continue to focus on improving children and young people’s mental wellbeing and resilience via the Healthy Schools Award Programme and other school initiatives; and work with school safeguarding leads around online safety, peer relationships and mental health and wellbeing	CYP: •  Our Growing Up in North Yorkshire (GUNY) information, in conjunction with referral and mental health outcomes data will indicate improving Mental Health and wellbeing across our whole population. •  GUNY data will also indicate reduced risky online behaviour and improved peer relationships. •  We will have narrowed the gap between the mental health outcomes and peer relationship indicators in our vulnerable groups and our Children and Young People's population as a whole. System: •  More schools and early years settings will have registered for the Healthy Schools and Healthy Early Years Award Programme. •  Through our CYP MH Transformation Programme, we will have a robust universal schools wellbeing offer, including evidence-based whole school approaches, group work and 121 interventions.	•  We will promote the GUNY and the Healthy Schools Award Programme in all appropriate settings. •  Promote lessons within PHSE around online safety, as well as covering this at the celebration events. •  We will identify groups with poorer mental health and work with partners to promote mental wellbeing particularly in these groups, whilst ensuring they are not singled out, but delivered in an inclusive way. •  Develop the evidence-based schools offer around mental wellbeing and resilience	Our CYP mental health transformation programme has proposals involving whole school approaches to mental wellbeing and improved resilience. We have a workshop in January 2026 around the support being provided to schools. We continue to work with HNY ICB and BDC HCP to expand NHSE’s Mental Health Support Teams into all schools. Our Healthy Schools Award Programme covers >80% of NY schools, with one of the main modules being around emotional wellbeing. myHappymind is now in all primary schools in Scarborough, Whitby and Ryedale, funded by the SWR Locality Board, providing a whole school approach.
Continue our health surveillance to act on those health issues we have identified as being of concern for children and young people, including: Childhood admissions from unintentional injuries; Childhood unhealthy weight; Drug and alcohol admissions	We will respond to any health concerns as they arise with an evidence-based, whole system approach. There will be robust mechanisms to involve all partners, no matter the health issue, and surveillance will identify any concerns at the earliest possible opportunity to allow us to intervene early.	•  Early Years weight management: we will use funding from Humber North Yorkshire ICB to develop an early years weight management project, with elements of both prevention and intervention, with an initial pilot project within Scarborough which has the greatest need and look to extend throughout NY should this be successful. •  Asthma: we are using Humber North Yorkshire ICB health inequalities funding to assist schools to develop their Asthma Friendly Schools offer, particularly in areas of greatest need. As of June 2025, 1 school has achieved, with a further 9 schools working on their systems.	We are in the process of developing an evidence-based healthy weight programme for families with early years aged children, based initially in the east, where evidence shows need is greatest. Sidewalk have been working with Scarborough schools to support them in implementation of the asthma-friendly schools guidance. 7 schools are now fully certified and a further 3 are working on their policies and practice.
Maintain the downward trajectory of unplanned pregnancies in under-18’s, with a sustained focus on Scarborough with higher than England rates	•  We will have reduced further the gap in teenage pregnancy rates between Scarborough and the rest of the county, with an overall reduction in rates across all areas. •  More young people will be aware of sexual health services and use contraception, as stated in the Growing Up in North Yorkshire (GUNY) survey.	•  Further development of the Scarborough teenage pregnancy support offer and support YorSexual Health, as well as representatives from Scarborough Primary Care Networks, to work with young people in schools.	We are working with University of York to engage with young parents and document their experiences, in order to develop a strong evidence base. We have developed a young person’s advisory group. We are developing training for healthcare professionals around how to improve experiences of young parents. We are working on flexible qualifications to raise the aspirations of young parents.

Think Place: In North Yorkshire, where you live should help you stay well and happy. We want to make sure that where you live does not unfairly reduce the quality of your health or length of your life.

JHWBS commitment	Indicator of success in 2030 (i.e. how do we know we're heading in the right direction and making an impact?)	Actions for 2025/26	2025/26 Mid-Year Update (December 2025)
Ensure that local areas are designed to enhance people’s mental and physical health, and involve local people via neighbourhood planning.	• Health running as a golden thread throughout the North Yorkshire Local Plan.	• Public health input into the North Yorkshire local Plan. Public health input into the Town Investment Plans.	Submitted a coordinated and robust Public Health response to 'Our First Conversation' consultation on the new Local Plan. Established an NYC Public Health and Policy Planning Group and to date have undertaken two Health Impact Assessment sessions on the Our First Consultation document across all sections (vision and the 12 priorities) to feed into the development of the plan, ensuring a solid evidence base for recommendations.
Develop approx. 30 informal local Community Partnerships, predominantly around our market town footprints, and support their focus on prevention and reducing inequalities, in particular offering help to progress any local action plans which have identified health and wellbeing as a local priority.	•  Multi-agency Partnerships in place across NY. Centred around 30 principle towns and natural hinterlands the partnerships will have agreed Local Action Plans that the partnership will deliver.	•  Establishing up to 30 multi-agency Community Partnerships across North Yorkshire	In addition to the five existing pilot Community Partnerships, ten potential new partnerships are also being explored with Member support. The development of Town Investment Plans has acted as a further stimulus for further Community Partnerships discussion at place.  A networking event for the pilot and emerging Community Partnerships will take place early in Q4, with support from Elected Members.
Support voluntary, community and social enterprise (VCSE) sector organisations to sustain and grow opportunities to reduce inequalities, and improve the wellbeing and social connectedness of people of all ages	•  Migrant Team SWIFT Programme delivered in partnership with the VCSE •  Stronger Communities Programme Inspire Fund - This small-scale grant fund supports community and voluntary groups to establish new services, events or activities that promote social action, and improve the wellbeing of individuals and communities.  •  Voluntary, Community and Social Enterprise (VCSE) Sector Offer - Clear, consistent & equitable offer to the VCSE sector that describes and provides processes and procedures of the how North Yorkshire Council 'does business' with the VCSE sector.  This includes the VCSE Capacity building and system working support. •  Digital Inclusion - People are supported to improve their digital skills and confidence. Increase in people accessing Council and health services online (channel shift).	•  Begin to develop a VCSE-led creative health network and framework •  Migrant Programme - SWIFT Programme launch, with place-based voluntary sector partnerships now in place to collectively support identified needs in those communities •  Digital Inclusion -Extend the UK-SPF & NHS-funded digital inclusion programme for a further year (SPF4-funded) •  VCSE Offer - Carry out a  review of North Yorkshire Council's offer to the VCSE including funding, support, systems, processes & procedures, commissioning relationships, engagement & procurement.	Creative health network and quality framework development has started in Harrogate and Skipton areas. The Council-led Swift Partnership is National Lottery funded and provides place-based support to migrant communities in North Yorkshire. Since its launch in April 2025, work has continued to ensure communities receive an equitable experience, through access to advice and place-based support via VCSE partners. In order to increase knowledge, skills and awareness, a series of well-attended training workshops have been held across the county. The small grass roots ‘Inspire Grants’ scheme continues to attract significant interest, with 106 grants worth £101,549 awarded until the end of Q2. In addition the successful re-procurement of the VCSE infrastructure grant, the NYC Localities Team have commenced a review of the VCSE offer across the Council, including conducting a cross council survey, and establishing a VCSE Working Group. The Localities service is also leading £500,000 investment of UK Shared Prosperity Funding (UKSPF) focussing on digital inclusion on behalf of the York & North Yorkshire Combined Authority (CA) across North Yorkshire and York in 2025/2026.   Capital and revenue grant funding has been allocated to 32 successful applicants. The oversight team are now working with applicants on the training of their digital champions and development of diverse cross-sector digital inclusion projects across the region. Reboot North Yorkshire continues to provide access to recycled equipment to people that are unable to access devices across the area. The scheme has provided over 100 pieces of equipment so far this year.
Develop opportunities for communities across North Yorkshire to have greater control in leading change that positively impacts health and wellbeing, and builds resilient, connected communities.	•  Parish Liaison Team - Town and parish councils and other local community groups supported to run local services and assets where it would deliver an improvement  and be better value for money.	•  Creating opportunities for the devolution of services and assets to communities and provide support to town and parish councils and other local community groups who want to run local services and assets and where it would deliver improvements and better value for money	Work to progress the double devolution pilot proposals has progressed, including Knaresborough Market. A Devolution Framework is being developed for all devolution opportunities across the council; this will bring together/update existing approaches to both asset and service-based transfers developing new policies as appropriate including the Community Asset Transfer policy and a review of the double devolution process. Work to evaluate Assets of Community Value data to identify/classify type, geography, ward boundaries, NYC ownership has been completed. Significant focus on the implications of potential changes to legislation for “Community Right to Buy” following publication of draft legislation. Localities continue to maintain regular communication with Parish Sector Organisations via a dedicated queries inbox, monthly newsletters and an on-going series of Parish Liaison meetings.
Influence healthy design in the Housing Strategy – including work to improve quality of housing, increase energy efficiency of homes, increase adaptable and affordable homes and homes which are flexible for the needs of specific groups.	•  Improved housing quality for residents of North Yorkshire. •  Successful implementation of Good Home Hub via North Yorkshire Council's Housing Service.	•  Build on the housing and health meeting to encompass wider colleagues and organisations who have a responsibility for housing in North Yorkshire, including North Yorkshire Council Housing options team. •  Develop a robust partnership action plan to improve the quality of housing in North Yorkshire.	Work is underway to establish a good home hub, linking into the Healthy Ageing work programme following recommendations in the 2024 Director of Public Health Annual Report.
Focus on improving food infrastructure and the local food environment, taking a whole system approach that looks to provide accessible, sustainable and nutrient dense food, from food production to distribution, nutrition, consumption and food waste disposal: • Develop the first North Yorkshire Food Strategy by end of 2024; • Focus on developing an Eatwell culture starting with access to good food and education in schools through to affordable and diverse access in communities, and acting on recommendations from food insecurity research and insight project; • Work with farmers and producers to support access to nutrient-dense food.	•  Reductions in diet related illness •  Improved child measurement data •  Schools using poverty proofing toolkit and developed healthy schools award •  Range of community offers for affordable food in place •  Increased investment and uptake in regenerative farming practices	•  Facilitate activity to deliver the Food framework across partners and the North Yorkshire system, resulting in improved health, economic and environment outcomes in the food system. •  Reshape Healthy Schools criteria to align with Fix Our Food evidence based toolkit •  Contribute to food and beverage procurement activity to increase local sourcing, nutritious food supply and reduce food miles. •  Support community grow initiatives •  Support civil contingency planning on food security	Food framework completed one year celebration event identifying key successes in procurement activity, free school meals increased support, developing community food partnerships and increased engagement with sustainably focused businesses. Healthy Schools criteria now includes Fix Our Food whole school toolkit. Roll out being piloted at two schools.  Food and beverage procurement work in progress. Also contributed to the Fix our Food policy discussion document for supporting public procurement. Community Grow policy draft in place. Currently testing the process with support of a community grow initiative in Scarborough. Civil contingency work being scoped in conjunction with emergency planning and City of York Good Food Alliance
Influence healthy design in the Economic Growth Strategy - enhance the growth of local economies by using the approach as set out by the PHE 2021 Inclusive and Sustainable Economies: no-one left behind.	•  Inclusive Wellbeing Economy (IWE) approach adopted and embedded in to the York and North Yorkshire Mayoral Combined Authority Growth Plan.	•  North Yorkshire Council Public Health team coordinated a response into the draft Mayoral Combined Authority Growth Plan to strengthen emphasis on health - June 2025. •  Continued collaboration with Mayoral Combined Authority colleagues to adopt Inclusive Wellbeing Economy (IWE) approach for York and North Yorkshire via Growth Board.	York and North Yorkshire Combined Authority Growth Plan adopted and published with the inclusive wellbeing economies approach adopted and included. Growth Board to commence January 2026, Government awarded additional £40 million to Y&NY MCA to deliver the Plan.
Influence healthy design in the North Yorkshire Local Plan - we will prioritise the design of places to improve health and wellbeing; ensure developments do not adversely affect health; and use planning to promote creation of healthy places which make healthier choices easier	•  The ambition of the Healthiest Local Plan in the country is achieved.	•  Workshop facilitated by the Town and Country Planning Association (TCPA) with Public Health and Policy Planning teams. •  Public health coordinated response to all stages of consultation of the Local Plan. •  Rapid Health Impact Assessment of Local Plan development workshops.	NYC Creating Healthy Places Partnership established in November 2025 to facilitate and maximise work across all Council departments to deliver health outcomes, a framework for delivery to be considered and adopted.  A Joint Strategic Needs Assessment on the Wider Determinants of Health is underway for North Yorkshire. As part of Local Plan development a Design Code group has been established to develop a robust policy for the new Local Plan.
Enable our Local Care Partnerships to lead the design of local integrated health and care services across the county.	•  The Local Care Partnerships (LCPs) across North Yorkshire continue to focus on addressing health inequalities across their local populations, with impacts shown through data and engagement with communities. This has been supported with investment in 2024/25 and planned investment for 2025/26. Focus has included support adults with dementia and mental health. •  The North Yorkshire Health Collaborative delivers transformed services in communities and neighbourhoods, with a strong local voice. •  This is included within the Bradford District & Craven Health Care and Wellbeing Strategy. Delivery will be monitored via the Health and Wellbeing Boards and Bradford District and Craven Strategy Delivery Groups. •  Lancs and South Cumbria ICB - the Integrated Care Communities model is being reviewed in 2025/2026 to identify appropriate outcome measures for ICCs to work towards, focussing on prevention and early intervention	•  The Local Care Partnerships (LCPs) across North Yorkshire continue to focus on addressing health inequalities across their local populations. This has been supported with investment in 2024/25 and planned investment for 2025/26. Focus has included support adults with dementia and mental health. •  Craven Place: Deliver work programme through integrated neighbourhood health strategy delivery group for Craven •  Lancs and South Cumbria ICB has a well-established Integrated Care Community within the Ingleton and Bentham footprint, which will deliver actions on a range of local population health priorities. The ICC model is being reviewed to increase focus on care coordination across multi-disciplinary teams and upstream prevention. •  The newly established North Yorkshire Health Collaborative brings together executive leads from across all health and social care sectors (including VCSE) to focus on delivering transformed services in communities and neighbourhoods. A section 75 agreement has been approved which has created a joint committee to drive the transformation through the 'Ambitious for Health' programme. LCPs are represented on the joint committee with a remit to act as the 'voice of the neighbourhood'.	In BDC, partners are working to establish a Place Provider Partnership (P3). This will take on a range of contracts from the ICB and eventually have the full delegated budget for all health services. The P3 will be in shadow form from April 2026 and start to take on commissioning responsibilities from October 2026. Lancashire and South Cumbria ICB (covering the communities of Bentham and Ingleton in North Yorkshire) - Morecambe Bay is part of Wave One of the National Neighbourhood Health Implementation Programme (NNHIP). The selected resident cohort is people with 3+ long term conditions who are current high intensity users of healthcare services or at rising risk of escalating need. The scope of this programme will include Bay-wide specific activities, such as targeted work in each neighbourhood to ensure proactive care plans are created and shared for the current high intensity users, and ensuring that these residents are considered regularly as part of the Integrated Care Community-led MDT. The programme will also include a refresh of the Integrated Care Communities model. The North Yorkshire Local Care Partnerships (LCPs) are seen as a key delivery forum for the Ambitious for Health Programme. To support this the LCPs have formal representation on the North Yorkshire Health Collaborative Joint Committee. The LCPs played a key role in preparing the North Yorkshire Place proposal for the National Neighbourhood Health Implementation Programme (NNHIP), and although the bid as not accepted on to the national programme the initiatives continue to be developed and delivered through the LCPs.
Take opportunities to design environments that include: • High-quality, climate-resilient natural environment and streetscape, for example increasing street tree planting and urban greening; • Improving indoor and outdoor air quality to reduce air pollution-related impacts; • Neighbourhoods that are complete and compact, with enhanced connectivity through walkability and accessibility	•  Delivery of 32 Town Investment Plans across North Yorkshire based on local need and measured against a set of key performance indicators.  •  Delivery of the Plan for Neighbourhoods in Scarborough, based on need and public consultation, measured against a set of key performance indicators.  •  Health as key feature in design of new settlements - Maltkiln Village Scheme, Harrogate, sustainability, connectivity and community at the heart of the design process. Completion of the Catterick Levelling Up Fund regeneration Town Centre and Shute Road.	•  Provide Public Health expertise into Catterick Levelling Up Fund regeneration, Town Investment Plans, Scarborough Plan for Neighbourhoods and Maltkiln Village design (for example  providing data, intelligence, design and performance measures) in order to influence design of healthy environments	Spotlight reports for 30 Town Investment Plans have been completed and shared with the respective TIP, these reports provide a detailed overview of each place including demographics, housing, health, employment, transport, economy and environment. This information provides a baseline understanding of the population. Public Health have provided performance indicators to the TIP programme and working with planning to provide advice and recommendations on Health Impact Assessment (HIA) use via the Provider as part of the Maltkiln new settlement.
Influence healthy design in the Community Safety Strategy (due for refresh in 2024) – look for opportunities for the design of places to enhance safety and support community safety priorities.	• Delivery of the NY Community Safety Partnership Strategy and report against it.	• Deliver year 1 of the NY Community Safety Partnership strategy - At the core of all of the priorities is the acknowledgment that communities, individuals and a whole family approach is taken within our localities across North Yorkshire and that this will be aligned with the North Yorkshire Safeguarding Adults Board and North Yorkshire Safeguarding Children Partnership duties and objectives.	Strategy includes key priorities. 1. Community safety hubs 2. Domestic abuse 3. Serious violence duty 4. Standing together to tackle hate crime and extremism. Recognised that local community safety approaches will impact significantly on place. Specifically, the 7 community safety hubs have immediate local impact, dealing with both individuals and communities e.g. Public Space Protection Order, Scarborough, Community Multi Agency Problem Solving (MAPS). Other specific examples include Prevent and hate crime activity, including direct community engagement
Reduce health inequalities in rural and coastal communities with an initial focus on: • Improving data and research into those communities; • Increasing health and care workforce in coastal communities working with partners in the academic sector; • Building on the work of the North Yorkshire Rural Commission to address access issues for health and care;	•  Reduction in major health conditions •  Reduced waiting times and non elective admission from •  Reduced travel times to non-emergency service provision •  Routine management of population health interventions through data and intelligence •  Active travel and public/community transport access	•  Complete Health Needs Assessments (HNA) for population health in rural and coastal areas and agree recommendations and implementation plans in response to findings	Rural HNA - the main report has been completed, developing issues have been identified and recommendations are being developed from the findings.   Wider Public Health team are contributing to this process along with other organisations e.g. Cancer Alliance, Healthwatch NY. Coastal HNA - still in development, working to gather and analyse available data
Develop innovative models for domiciliary care in rural areas, including care built on community strengths.	•  Sustainable locality based commissioning model in place for home care; •  zero unsourced packages of care; •  no provider failures due to financial sustainability;	•  Pilot new ways of working through delivery of a Home Care Alliance pilot in Whitby and the Nidderdale and Washburn Valley Service Navigator Pilot with the aim of scaling up to other areas	Whitby Homecare Alliance commenced in October 2025.  Six successful Providers have been appointed, and work is underway to implement new ways of working throughout the year pilot, including payment terms, more effective sourcing practices, trusted reviews and more effective contract terms. Governance arrangements for the Alliance have been agreed, alongside KPIs which will be monitored quarterly to measure the pilot’s success. Learning from the Whitby Homecare Alliance shall be used to inform future commissioning arrangements in relation to Community Based Home Based support services. The Service Navigator (Nidderdale & Washburn Valley) pilot entered a second year in September 2025 following approval of further funding. Work continues to maximise the referral opportunities and scope of the service, which now includes the ability for the service navigator to support people to complete the online Care Act assessment. Other opportunities, such as a day service, have been implemented Nidderdale Plus.  The service will support sustainable community focused services to support those in this super rural area with a need under the Care Act.
Influence healthy design in the Local Transport Plan - we will ensure links to Local and Strategic Transport Plans where possible with the aim of providing Active Travel infrastructure; prioritising active travel and safe road use; enhanced accessibility for all ages; improving and creating rural solutions for public transport.	•  See line 36 - cross reference - transport as part of design, plans. •  Successful funding applications fully implemented and outcomes evaluated.	•  Contribute to the North Yorkshire Road Safety Partnership and Mayoral Combined Authority funding proposals. •  Utilise opportunities to apply for funding to improve active travel and improve safe road use. Awaiting outcome from Mayoral Combined Authority:  School Streets DfT and ATE initiative, bikability and engineering speed limits outside schools.	Awaiting launch of Y&NY MCA Active Travel Fund in April 2026 for 2 years. An Active Travel commissioner has been appointed within MCA and is working closely with Transport colleagues who lead on active travel. Progressing towards 4 new school street schemes in the Spring of 2026 funded through Active Travel England. Transport and Health Group meets regularly to ensure collaborative approach across the Council.
Physical activity – develop the new sport and active well-being approach following the Council’s strategic leisure review including: • services that complement wider community activity, and create opportunities for active well-being for all across our diverse geography; • make best use of open spaces & natural environments; • create evidence based approaches to tackle major health conditions (such as weight management, falls prevention, cancer prehab); • support inclusive & accessible activity for those who find it hardest to participate	•  More people are active •  Reductions in diet related illness	•  Develop Physical Activity framework which identifies priorities for delivery across a range of service areas both internal and external organisations. •  Develop a new service delivery model for Active North Yorkshire service •  Complete Player pitch, green space and built facility strategies as part of Local Plan •  Complete Parks Strategy	The 'Moving North Yorkshire' system framework approach to movement and active well-being is currently in development, jointly facilitated by NYC Public Health and North Yorkshire Sport. A range of internal and external providers are supporting the development. Active North Yorkshire is progressing with an organisational development programme. Two key areas of work supporting this objective include the Healthy You programme, launched January 2025 and the Musculoskeletal (MSK) Hubs, launched late Sept 2025 as part of the Get York and North Yorkshire Working Economic Inactive Trailblazer programme.
Make sure that all partners have a shared understanding of what is meant by a place based approach, by agreeing together our vision and principles for healthy, happy places, and change the way that we communicate about the building blocks of health to increase public and partner understanding.	•  Healthy Places strategic framework established in partnership and embedded across Council and Partner Organisations including commitment to Public engagement and involvement.	•  Develop the Healthy Places Partnership with clear roles and responsibilities, •  Engage, develop and establish a Healthy Places Framework with a clear vision, action plan and governance for accountability.	NYC Creating Healthy Places Partnership established in November 2025 to facilitate and maximise partnership working across the Council to deliver health outcomes, a framework for delivery to be considered and adopted.
Maximise the opportunities to improve the health and wellbeing of our population through the devolution deal for North Yorkshire and York which will support economic growth and strategic infrastructure.	Inclusive Wellbeing Economy (IWE) approach adopted and embedded in to the York and North Yorkshire MCA Growth Plan.	•  Establish collaboration for transport (Local Transport Plan) and housing (Spatial strategy) via Mayoral Combined Authority as well as economic growth. •  Deliver initiatives through the Trailblazer programme in partnership with the Mayoral Combined Authority to promote good work and health	NYC Public Health team is co-ordinating the delivery of 3 trailblazer initiatives that promote good work and health. These are: Workplace health checks, Behaviour Science project to identify the barriers to early retirees returning to work and a Musculoskeletal (MSK) hub approach delivered by Active North Yorkshire. All are in the early stages of being mobilised. York & North Yorkshire MCA Growth Plan adopted and IWE approach included, additional £40 million secured from Government to deliver the new Plan.

Think People: In North Yorkshire, we will work with our communities who experience the poorest health outcomes to make sure that they can access and benefit from the services and opportunities they need.

JHWBS commitment	Indicator of success in 2030 (i.e. how do we know we're heading in the right direction and making an impact?)	Actions for 2025/26	2025/26 Mid-Year Update (December 2025)
Work together to understand more about who and where our priority groups are in North Yorkshire, and their barriers to living healthy lives. Use this to develop a framework to support services to address these barriers in design and delivery	•  Inclusion groups have voice and opportunity to design services •  Reduction in preventable disease •  Reduction in mental health/trauma related illness •  Increased screening and earlier diagnosis •  Better recording and intelligence of priority groups •  Further work underway to develop measures as part of the Inclusion Health Framework	•  Deliver priority objectives from the Humber North Yorkshire ICB Inclusion Health framework to improve service access, information and workforce development across key community groups with significant health inequality and barriers to service •  Deliver health inequalities funded-projects in North Yorkshire through Local Care Partnerships to focus action on priority groups within our population •  Develop and deliver Population Health and Inequalities training programme to primary and secondary care colleagues alongside VCSE partners •  Develop approach to Core20Plus in North Yorkshire which will help to define and then address health inequalities in North Yorkshire	HNY ICB has launched an Inclusion Health Local Enhanced Service for General Practices to sign up to. Health Inequalities local projects including a Strength and Balance programme in Selby which continues to perform well; Community Health Hub in Scarborough which continues to see good footfall; and the Reducing Rural Inequalities initiative delivered by Hambleton Community Action has completed the planned programme of work and is now working to incorporate some of the successful drop-in groups into business as usual. Population Health and Inequalities training programme launched in Summer 2025, running for 12 months delivered in partnership with local providers to bring in expert speakers. 6 sessions have been delivered so far in a hybrid approach (face to face workshops and online bitesize sessions). Strong attendance across all sessions with Primary Care, VCSE and the Acute NHS Trusts being represented. The Indices of Multiple Deprivation (IMD) has been updated which has seen a very small change to North Yorkshire's CORE20 areas. Presentation has been delivered by Public Health Intelligence colleagues and changes will be incorporated into the CORE20 work programme and shared more widely with system partners
Identify specific actions to support improved health outcomes for key groups of people through refreshing our joint strategies for autism, carers, dementia, substance use, mental health, Special Education Needs & Disabilities (SEND).	•  The strategies will be launched and a robust implementation plan will be develop highlighting the priorities. •  There will be a yearly report for the strategies.  •  Note: All strategies have key priorities and indicators within them	•  Complete and launch Carers strategy •  Complete refresh of Dementia strategy •  Develop North Yorkshire Homelessness Strategy •  Begin to develop the Learning Disability strategy •  Continue to deliver priorities within the Substance Use Strategy -Priority 2 will be the main focus for 25/26 with continuous work done to achieve the other priorities •  Continue to deliver priorities within the Autism Strategy: focus of employment, housing and Autism community voice	Carers strategy in draft will be discussed at the Carers Roundtable in January 2026 with the aim of launching a public consultation in February/March. The Dementia Strategy is in draft form with public consultation planned for March 2026. The North Yorkshire Homelessness Strategy and Rough Sleeping Strategy was published in September 2025. Work to begin developing the Learning Disability strategy will start in 2026. Delivery of priorities in the Substance Use Strategy continues, with Priority 2 (delivering effective support to all people who experience harmful substance use) being the main focus for 25/26 alongside work continuing to achieve the other priorities. The evaluation of the REACH project captures the outcomes to demonstrate the impact the project has on those that the team supports. The cost-benefit analysis not only tells the story of what support looks like, but also shows that, on average, for every pound spent on REACH it saves the following totals across the system; Year 1 = £1.51; Year 2 = £2.63; Year 3 = £2.02. The report also outlines a set of recommendations.         Work continues to deliver the Autism strategy priorities. Good progress has been made and a year 1 report will be produced and shared in April 2026. Together the development of the community of interest (COI) group continues , working closely with inclusion North to help shape the future direction of the group. Members from the COI are also helping to shape the Connect to Work priority, Accessible North Yorkshire initiative, Health on the High Street and the commissioning and development of Autism services for now and the future working closely with service development.
Strengthen how we work with particular communities to support improving their health outcomes, for example refugee, asylum seeker and migrant communities and Gypsy, Roma, Traveller and Show communities	•  Inclusion groups have voice and opportunity to design services •  Reduction in preventable disease •  Reduction in mental health/trauma related illness •  Increased screening and earlier diagnosis •  Better recording and intelligence of priority groups	•  Deliver priority objectives from the Humber North Yorkshire ICB Inclusion Health framework to improve service access, information and workforce development across key community groups with significant health inequality and barriers to service	Gypsy, Roma, Traveller Showpeople Health Needs Assessment has been completed including recommendations.  Action plan has been developed  with lead officers for each priority have been identified and implementation has started.  To support this work, an Action Plan Steering group has been set up and leads have been identified. For Migrant health, healthcare and health improvement information has been collated to be included in the new Swift website to support migrant communities across North Yorkshire to navigate the system. A review of existing groups and governance arrangements for Inclusion Health is underway to identify gaps, provide information sharing opportunities and wider understanding.  All of the above are aligned to the HNY ICB Inclusion Health delivery plan.
Review and improve how we work together to support people with complex life circumstances.	•  Establishment of the North Yorkshire Mental Health, Learning Disabilities and Autism partnership board that is working together, including with individuals and communities, to lead, improve and change the health and well-being of people with mental health, learning disabilities and autism/neuro-diversity and the services used by them	•  Develop holistic approach to mortality case reviews to identify trends, share learning and influence practice •  Develop a multi-agency transition program for people aged 16–25 with care needs, focused on life skills, employment support, and community engagement •  Establish an integrated approach across the Council to provide holistic support for people experiencing multiple disadvantage •  Redesign and launch substance use specialist services along with a Lived Experience Recovery Organisation •  Produce and deliver plans across agencies to improve outcomes for and with people with mental health issues, learning disabilities and autism/neuro-diversity through partnership board, focussing on Community Mental Health Transformation, Preparing for Adulthood and the Multiple Disadvantage Outreach Model (MDOM) team •  Implement new structure for Adult Social Care – specialist teams will enable focussed skills and training to support people with complex needs •  Learning Disability strategy to be developed and first phase implementation •  Scope and develop service specification for supporting people with complex needs – enablement, prevention offer and crisis response	The Mental Health, Learning Disabilities and Neurodiversity Partnership Board is established, and will focus on fostering partnerships and broadening the scope of  initiatives, integrating services and working together with stakeholders across sectors to achieve better outcomes. The board will: Work together to prevent, reduce, and delay mental health illness and improve mental wellbeing, by embedding support in everyday life, empowering communities and partners across the mental health system in North Yorkshire; Ensure we have a strong governance for decision making and will report to the North Yorkshire Health Collaborative Joint Committee and, in turn, North Yorkshire Health and Well-being Board; and Work to achieve a positive change in mental health and build a shared approach to develop and deliver a North Yorkshire plan for Mental health. A variety of workshops have been held on the following topics: Children and Young people; Substance use and Multiple Disadvantage; Housing and Homelessness; Working age adults and Mental Health Transformation; Learning Disabilities; Dementia. We are exploring new ways to commission the community provision of the Community MH transformation. We have published the North Yorkshire Autism Strategy (see further updates above), the REACH project Evaluation and the Strategic housing needs assessment: “people with learning disabilities and Autistic people”. We have also developed relationships to access mental health data for needs analysis. Further actions from the topic discussions include the development of a Making Every Adult Matter offer in Harrogate, collective action to national strategies, development of the North Yorkshire Dementia strategy and a partnership approach to supported housing. Substance use transformation is underway with the new service go live date 1st April 2026, the new service will include a specialist components for Adults, Children and Young People and lived experience recovery group. Alongside the transformation is the development of the Multi Disadvantage offer within North Yorkshire working closely with housing, Adult Social Care intensive support team, Public Health, TEWV NHS Mental Health services and substance use providers using the Making Every Adult Matter (MEAM) principles.
Work together more closely across partners to better coordinate our responses to financial inclusion for those most in need, including our work on: • affordable, good quality and well insulated housing; • access to affordable food; • cash and non-cash based benefits; • transport; • sports, leisure and wellbeing activities	•  Refreshed Seasonal Health Strategy and Partnership continuing to bring together work on green homes and fuel poverty, Public Health inputting into wider council work and supporting implementation of the MCA Retrofitting Strategy • Successful delivery of the Crisis and Resilience Fund 2026-2029.	•  The free school meals auto-enrolment “mop up” is being repeated again summer ’25, prior to the school census in October. •  Roll out 'Action on Poverty: a schools guide' – this has now been sent to schools in the Red Bag, promoted to headteachers and will be sent out again prior to the new school year in September ’25. •  Deliver Household Support Fund 7 and start development of the Crisis and Resilience Fund (3-year programme starting in April 2026 combining HSF and Discretionary Housing Payment). •  Refresh seasonal health strategy and continue to emphasise importance of fuel poverty alongside climate agenda, continue to support retrofitting strategy development and implementation from MCA •  Deliver the Cost-of-Living campaign in winter 25/26. Continue to build the Community of Practice, and place-based community food networks via the Food Insecurity and Research Insight project. • Deliver the Exceptional Hardship Awards. • Deliver the Discretionary Housing Payments Fund.	A further 500 children and young people were identified as eligible for free school meals over summer 2025. The process will be repeated annually, with changes happening next year in terms of both which families will qualify and the length of support they will receive. The Action on Poverty guide is published and available for all schools on the Healthy Schools website. We are holding support sessions for schools to help them with implementation. Led by Localities in conjunction with Communications, and Customer, Revenues and Benefits, NYC launched the annual Cost-of-Living Communications campaign in Q3, for winter 2025/26.  This campaign has seen a targeted focus on pension credit, with a mailout to those who may be eligible and not claiming, with an offer of telephone support from Income Maximisation.  In the meantime, the reconfigured cost-of-living web page (www.northyorks.gov.uk/costofliving), will remain live, offering a one stop shop of information about a wide range of local schemes and organisations offering support. Place based discussions continued with free or low-cost food providers in Scarborough, Harrogate and Richmond to explore opportunities to create a network and work more collaboratively; this will continue throughout 2025/2026. The team also closed the Household Support Fund 7 Food Support Grants scheme, which awarded 29 grants to free or low-cost community food providers across the county to support their winter provision, focussing on the supply of free or low-cost food and essential supplies, and preventative activity.  Community of Practice sessions continue with the latest focussing on 'growing'.  Localities continue to work closely with Public Health to co-lead and develop the ‘securing affordable and nutritious food for all’ sub domain of the Food for the Future North Yorkshire framework.
In response to the national 10-year Women’s Health Strategy, continue to develop a North Yorkshire approach to improve the health of women and girls to reduce the disparities that currently exist.	•  Complete and publish the Public Survey Report. Quarterly Network meeting established with forward plan. North Yorkshire Action Plan collaboratively developed and delivery underway with clear outcomes. Robust PhD proposal developed that will support the delivery of the work long-term.	•  Publish the Women and Girl's Survey Report and disseminate the findings to partners. •  Triangulate the data from the public survey and professional feedback from the event to develop a North Yorkshire Women and Girls Action Plan. •  Establish the North Yorkshire Women's Health Network across the system, create connections between organisations, collaboration on work areas (e.g. Whole System Approach - St Giles Trust) and share information, and research.  •  Develop the successful PhD proposal with Sheffield Hallam University and appointed PhD student, starting October 2025: Addressing Inequalities for women in North Yorkshire.	North Yorkshire Women and Girls Survey results published and shared via North Yorkshire Women and Girl's system wide Network. The Network has over 60 members, meets quarterly and focuses on the priorities identified in the survey findings. The Physical Activity session in October 2025 facilitated opportunities to apply for the new York and North Yorkshire MCA Movement Fund that has a priority regarding women and girls. PhD Student started in October 2025, introduction session and first supervisory session completed.
Implement a programme of work around healthy ageing which includes a focus on reducing inequalities and improving outcomes, particularly in areas where there is a higher proportion of older people.	• Successful delivery of actions and work programmes across the system	•  Implement recommendations from the Director of Public Health Annual Report on Health Ageing including actions across the 4 priority areas (health and reducing inequalities; housing; employment and financial security; age-friendly communities) as well as facilitating planning for the significant increase in the ageing population over the next 10 years across services and organisations	An action plan has been developed to implement the recommendations of the DPH Annual Report on Healthy Ageing. Key progress includes integrating healthy ageing into programmes and service plans, as well as planning for the needs of an ageing population. Ongoing work focuses on falls prevention, improving access to dementia diagnosis, delivering the Ageing Well initiative on the Coast, establishing a Good Home Hub, and identifying support requirements for older workers. Achievements to date are outlined in the 2024/25 Director of Public Health Annual Report, “Working Together for North Yorkshire.”
Work together across the health and care system to improve waiting times for assessment and access to services	•   Across North Yorkshire secondary health care providers, there has been a clear ongoing trend seeing a reduction in the number of long waits - In April 2024 there were 1435 people waiting for more than 52 weeks for treatment. In April 2025, this has reduced to 855 - a reduction of over 40%. This means that only 1.6% of all patients are waiting more than 52 weeks, and 64.5% receive treatment in 18 weeks or less. •  Waiting times for adult social care services have remained stable. •  This is included within the Bradford District & Craven Health Care and Wellbeing Strategy. Delivery will be monitored via the Health and Wellbeing Boards and Bradford District and Craven Strategy Delivery Groups.	•  Practice Expectation sessions with all of the adult social care teams to ensure proportionate and impactful strength based practice are underway.  •  The adult social care restructure is underway to bolster the prevention and intermediate care offer and further support the reduction of waiting times for people accessing adult social care. • Continue to deliver Adult Social Care 'Waiting Well' improvement priority actions to ensure pro-active approaches to supporting people's wellbeing and managing risk while they wait for occupational therapy, care and support.	Provisional September data shows Airedale NHS Foundation Trust (ANHSFT) performance meeting their RTT trajectory. The Trust has no patients waiting over 65 weeks and continues to reduce patients over 52 weeks. However, there are capacity shortfalls in a few specialties due to vacancies, annual leave, and high sickness and referrals are higher than planned. ANHSFT’s cancer 2-week wait (2WW) performance continues above target and BTHFT performance is predicted to be above target in September, with extra clinics in Breast being set up; ANHSFT’s 28-day faster diagnosis standard (FDS) performance is also above target in September, although there are ongoing pressures in Gynaecology. A&E 4-hour performance at ANHSFT in September was 65.27%, falling 6.74% below the in-month target. Demand continues to remain significantly above average, both in terms of patient acuity and overall attendances Across North Yorkshire (Harrogate) WL 20426 as of October 76.1% of patients are waiting less than 18 weeks from referral to treatment which is up from 70.4% in April and no patients are waiting for 52 weeks or more.
Transform the care market with a focus on rural and coastal areas, dementia and working age people with complex life circumstances. Work across the health and care system to support providers with workforce development initiatives	•   New commissioning models for specialist care (dementia and people with multiple and profound disabilities/mental health conditions) •  Good choice of high quality services that deliver good outcomes •  No unsourced packages of care •  Improved stability of care - fewer breakdowns of care arrangements •  Fewer out of county placements where it is not in the best interest of the person	•  Co-produce a new specification and commissioning model for specialist care for people with profound and multiple disabilities and mental health conditions by the end of 26/27 •  Co-produce a new specification for specialist care in older peoples care homes by the end of 26/27 •  Review provision of home care services for people with Learning Disabilities, Autism and Mental Health to ensure we meet needs of these groups of people •  Develop a new framework for live-in care services •  Deliver a series of Individual Service Fund and Direct Payment pilots to promote personalised, flexible support for people in receipt of adult social care •  Deliver on an Intermediate care bed - based pilot, working towards the delivery of the Care & Support Hubs. Final Business case approval required for the proposed first two Care and Support Hubs, in Harrogate and Scarborough areas, which will be in build phase in 2025/26.                                                                                  •  Roll out a new workforce and training model for North Yorkshire Council's Care Provider Services, to enable provision of specialist services, Intermediate Care, Dementia, Preparing for Adulthood and those with complex life circumstances. •  Increase the use of Direct Payments for adult social care	•The service specification for specialist care for people with profound and multiple disabilities, autism and mental health conditions is being co-designed with key stakeholders, providers & people with lived experience. •Older People's care homes: Analysis/discovery phase completed including research into other LA models & regional/national/international best practice. Starting planning phase to include co-design of service specification and pricing model options appraisal involving key stakeholders, providers and people with lived experience. Procurement timeline in development. •Plans to undertake engagement with people in receipt of services and with lived experience of Learning Disabilities, Autism and Mental Health in the New Year which shall determine what is important to people in receipt of Home Care to ensure future provision meets capacity requirements, and needs. •Approval to proceed with a procurement for live-in care services granted in September 2025.  Request for Information returned from the market to inform procurement documentation, which is being finalised, ready for publishing the procurement opportunity. •North Yorkshire Council is launching a two-year pilot of Individual Service Funds to enable personalised, flexible support, commencing February 2026. A further aspiration is to make it easier for people to use their Direct Payments to purchase support from micro-providers embedded in local communities. •Interim intermediate care bed pilots are in place across the county, with additional provision to be stepped up to support Winter pressures.  Plans in progress to commission medium-term model with new co-designed service specification from September 2026 as interim solution and pilot model in advance of Care and Support Hubs.  •Detailed work has progressed on development of spatial design and service delivery model for Care and Support Hubs involving key stakeholders and people with lived experience.  Individual business cases for Phase One; Harrogate & Scarborough to be brought forward in Q4 25/26. •Workforce development & training plan reviewed and updated to reflect requirements to enable delivery of specialist provision.  Specialist dementia training commissioned and rolled out across Care Provider Services.  Exploring options for bespoke Intermediate Care training/development.  •A pilot project is now underway for Direct Payment advisers to complete Support Planning in place of social workers where appropriate in Whitby.
Develop our specialist housing offer including Extra Care, Supported Housing and Supported Living to address shortages, particularly for working age people with care and support needs, guided by a new housing framework and in partnership with Housing and Care Providers	Delivery of new Extra Care and Supported Housing schemes based on identified needs and in areas of demand.	•  Delivery of commissioned needs analysis - Complete •  Stock condition survey for Supported Living - Ongoing •  New Supported Housing delivery programme - on target for October 2025 •  New Supported Housing Support Service commission - on target to go out to tender December 2025 •  Commission of new Extra Care Housing schemes - planned launch in October / November 2025	A new delivery model for Extra Care was approved by the North Yorkshire Council Executive in October 2025, this model will underpin the delivery of a new generation of Extra Care Housing which will expand the current 'core' offer to include smaller scale rural extra care, housing for people with more complex care and support needs as well as supporting people under the age of 55. Procurements for new Extra Care schemes will begin in Spring 2026. An expanded and enhanced Supported Housing offer will also go to procurement in January 2026, this service will offer fixed term (2 years) accommodation with support for people with mental health and other associated needs.
Develop an innovative and improved offer across North Yorkshire to improve the health and wellbeing both paid and unpaid carers.	Carers strategy launch and new governance arrangements are in place. Make progress to achieve the vision:  A North Yorkshire where every unpaid carers is recognised, valued and supported- empowered to live healthy, fulfilling lives with easy access to the right information, resources and services	•  Complete and launch new carers strategy •  Deliver a new online assessment for carers •  Promote, support and improve the mental, physical, emotional and economic wellbeing of carers, designing new support services for carers by the end of 2026	Carers Strategy is in draft for discussion at the Carers Roundtable in January ahead of public consultation planned for February/March. The online assessment for carers launch in September 2025 and has been nominated for a Council award. Carers breaks workshop taking place and looking to extend current contracts.
Strive to enact the recommendations set out in The Best Start for Life Programme.	Fully functioning	•  Continue to support.	The creation of a children’s partnership health board is currently paused due to significant disruption within the ICBs. Instead, a joint public health-HNY ICB health plan is being written, documenting all the current workstreams and programmes and showing how they align with both the Being Young in North Yorkshire Strategy and HNY ICB’s Start Well Children’s Plan.
Promote and support mental and physical health in pregnancy to ensure that our children have the best start in life, including support for parents who may need extra help with their mental and physical health, parenting and the rising cost of living.	Our Health Visitors continue to liaise with midwifes, Early Help, Children's Social Care and other organisations to provide the appropriate level of support to those families who need it most, with help first identified antenatally. All families will continue to have access to parenting programmes and our council will continue to provide financial advice with the most up-to-date information on how support families with the cost-of-living, with our comms being responsive as soon as changes are made at a national level.	•  Increase the communications for the Healthy Child Programme and work with anchor organisations around developing more face-to-face groups to increase the opportunity for women to talk about their mental health and wellbeing.	• By promoting the Healthy Child Service in various settings, a 6-8 week contact baby clinic has been piloted in Easingwold and we are exploring how we can expand this to other settings. Feedback so far has been positive. • We are also exploring how we can use libraries and other settings to improve health and wellbeing of families. • The Healthy Child Service is a key partner in implementing the Start Well children’s programme to improve our children’s good level of development and school readiness.
Support the most vulnerable families with the cost of living, ensuring they are enrolled in schemes for which they are eligible, e.g.: • Free school meals; • Healthy Start Scheme; • Government-funded childcare; • Work with schools to poverty-proof the school environment	Fewer children will be identified in Growing Up in North Yorkshire (GUNY) survey as being exposed to poverty within the family (family not always having enough to eat, child not having their own bed). There will be work on initiatives, be they national, regional or local to maximise the impact of financial support and mitigate the stresses.	•  Repeat the free school meal autoenrollment project in summer 2025. •  Continue to promote free vitamins for vulnerable families. •  Continue to link any cost-of-living initiatives identified through national bulletins, with communications teams. •  Publish the Action on Poverty Schools Guide and promote through all appropriate forums.	As above, the free school meals autoenrollment project has identified a further 500 children in the summer of 2025. An "Action on Poverty in Schools" guide has now been published and is available on the Healthy Schools website, with sessions for schools to help with implementation.
Initiate a programme of children and young people's mental health transformation to ensure that all organisations involved are connected and communicating as an effective system, so that young people receive the right support in the right place at the right time. Promote this system of mental health and wellbeing around a flexible, asset-focused, needs-based programme of support, in the knowledge that appropriate input will be advised no matter the organisation where concerns are first raised	The outcomes of row 2 will be markedly impacted by the programme which runs December 2024 to June 2026. The programme will be building in sustainability, resulting in an efficient system and improved outcomes for children and families.	•  By July 2026, the programme will have concluded, with identification of the initiatives with the greatest impact, funding identified and sustainability planned.	As above, the programme has produced 30 proposals across all levels of emotional health and wellbeing, with some underway and a prioritisation workshop undertaken in September 2025 to develop next steps.
Support children and young people to be school ready and continue to maximise their life chances through continuing to access education and training.	Increase in children who are achieving on Early Years Foundation Stage (EYFS), with the majority of those who are not achieving already receiving support around their identified needs.	•  Convene multi-agency review of measures which are put in place to support school readiness and recommend what further early identification tools could improve outcomes and strengthen prevention	There is significant cross-directorate work around the government’s new Best Start initiative, designed to improve school readiness. NY targets for the Early Years Foundation Stage expected levels are 80% overall, with a target for the children in receipt of free school meals being 56% reaching expected levels.
For those young people most at risk, in the care system, ensure that the Council’s responsibilities as corporate parent provide holistic support for the building blocks of health.	Growing Up in North Yorkshire (GUNY) survey and other surveillance measures will show a reduction in inequalities between this group and the population of NY as a whole.	•  Continue to support care experienced young people through dental care, employment support and mental wellbeing.	PIPA supports mental wellbeing in the most vulnerable children. Flexible commissioning of dental activity is designed to ensure the most vulnerable children have access to dental care. The trailblazer projects are targeting those young people who are most likely to become NEET, with the adult learning service and public health taking a joint role in this.
Collectively examine, with our partners, the children & young people’s priorities for North Yorkshire and determine which are best tackled more locally and which are best tackled at a regional level to make the best use of all our resources.	There will be significant alignment across all children's health priorities between HNY ICB, BD&C HCP and the Local Authority and close partnership working between all organisations.	•  Development of specific priorities through a well-embedded Children's Health Exec Board, with joint decision-making around place vs area-wide commissioning. •  All priorities will align with Start Well’s Children’s Plan and the principles identified with BD&C HCP’s Healthy Children and Families Board.	As above – a joint work plan is being written between HNY ICB and public health to show how all the various workstreams and activity align with both the Growing Up in North Yorkshire Strategy and Start Well’s Children’s Plan.
Continue working together to safeguard people of all ages across the health and care system	•  Safeguarding remains a high priority across the health and care system, with increased completion rates of safeguarding training and strong evidence of multi-agency collaboration and learning from incidents in order to ensure prevention and reduction of potential harm occurring •  Proactive: good data to anticipate potential safeguarding concerns as well as robust governance processes to ensure effective systems around all our main priorities •  Reactive: multi-agency communication pathways to raise safeguarding alerts in a timely fashion and pull together all appropriate organisations to meet safeguarding needs as they arise	•  Implementation of the Safeguarding Adult Board’s new strategic priorities and supporting updated structure for 2025–28. Demonstrable progress to be made against each priority area through the board’s delivery plan. Areas are: Connection (Communities, Workforce and Awareness), Prevention (Rough Sleeping, Self-neglect and Transitions), Confident Practice (Mental Capacity Assessment, Trauma Informed Approach, Professional Curiosity, Record Keeping and Information Sharing, and Learning and Continuous Improvement) •  Completion of Safeguarding Adult Reviews for the open processes with supporting action planning in place as a result •  Maintenance of business-as-usual statutory duties for ongoing SAR referrals •  Continued representation at the Children's Safeguarding Executive Board, the Practice and Learning Subgroup, the Child Death Overview Panel and other safeguarding groups •  Teaching provided to professionals around mental health, suicide and self-harm prevention, Growing Up in North Yorkshire (GUNY) survey data, etc.	• We have continued representation on the Safeguarding Children Executive Board, and deputy chair the Child Death Overview Panel. • GUNY data is fed into various safeguarding and police groups and events, including the Child Exploitation Summit and  Serious Violence Duty Group. •  We have continued to embed safeguarding adults as a core responsibility across all services. Safeguarding concerns and other relevant data is monitored via the Safeguarding Adults Board's Audit, Assurance and Quality group where themes are identified and explored. • There is strong evidence of multi-agency collaboration demonstrated through an updated SAR policy process, with partners working together to learn from incidents and share best practice. This collective approach is helping us focus on the boards new priority of prevention.

Putting it together: Our cross-cutting themes act as a focus for the Health and Wellbeing Board to develop our role as leaders in the wider health and care system, and collectively make a difference

JHWBS commitment	Indicator of success in 2030 (i.e. how do we know we're heading in the right direction and making an impact?)	Actions for 2025/26	2025/26 Mid-Year Update (December 2025)
Workforce, employment and volunteering opportunities: As a system, show leadership in providing employment and volunteering opportunities for people who experience barriers to employment, including those who live in areas of deprivation, disabled people, young people with Special Educational Needs and people from our priority groups. We also acknowledge the important contribution the workforce makes to delivering the improvements in this strategy and will equip them with the skills and knowledge they need for their roles and to work with others across the system.	We recognise that by investing in our people and removing barriers to participation, we will build a more resilient, skilled, and representative workforce that reflects the communities we serve.  Sitting within the North Yorkshire Council People Strategy Groups, we have actions to support the promotion career development pathways that are accessible and inclusive and corporately we have programmes to encourage and support volunteering as a route to employment.  There are some specific workforce metrics that we can put in place to measure success, including  % increase in employment of disabled people and those from deprived areas, Number of young people with SEN supported into volunteering or work placements, Staff survey results showing improved confidence in inclusive practices, Retention rates for staff from underrepresented groups	• North Yorkshire Council HR: Better data reporting to more accurately report on metrics - dashboard developed, completion of the recruitment and induction of people with autism and/or a learning disability - alongside a coproduced process with learnings to be considered •  Deliver initiatives through the Trailblazer programme in partnership with the Mayoral Combined Authority to promote good work and health	Year 1 Get York North Yorkshire Working Economically Inactive Trailblazer programme for NY consists of 17 projects related to supporting people to engage in and prepare for work, to support employers to develop good work practices, and to join up systems. Main activity commenced in September 2025 and include as activity such as 1:1 personalised support for people with learning or physical disability, support for unpaid carers, muscular skeletal interventions and wage subsidy programmes to provide shote term employment opportunities. Employer related support includes increasing awareness of key health issues, supported learning on managing and developing inclusive practices. Projects are delivered through a range of methods including building on existing projects and trialling new pilot opportunities. Projects are delivered through grant agreement, commissioned or in-house NYC services. More information on outputs will be available in the new year. Year 2 investment has been confirmed by DWP and a detailed delivery plan from April 2026 will be due for agreement in February 2026. At North Yorkshire Council the recruitment for expert with lived experience co-trainers took place in August. Those recruited will help deliver the Tier 2 Oliver McGowan Training to NYC staff from January 2026. The Supported Employment Quality Framework (SEQF)’s main objective is to improve services for job seekers, employees and their employers. SEQF typically supports different demographics who require more intensive support, people with learning disabilities, autism and generally cohorts of people with complex support needs. NYC works to SEQF model and bid to MCA to work across City of York and North Yorkshire to deliver SEQF element of Connect to Work (approx. value £3m) which aligns with the existing supported employment offer at North Yorkshire Council and the Connect to Work programme, with the ambition for a more inclusive economy that enables people to get into work and to get on at work.
Accessibility of services and communication: As a system, ensure that our services and communication channels are accessible to everyone, and in particular make improvements for disabled people and others who may experience barriers to access, making reasonable adjustments to support this. Work with representative groups and communities to identify barriers to access and practical solutions	•  People we support, including disabled people and those from underrepresented groups, report that they can easily access and understand services and communications, with year on year improvements in satisfaction, accessibility and co-produced service design.	•  User testing of North Yorkshire Council website with people with lived experience, with a focus on suitability of information for sensory needs. •  Addressing actions from Information, Advice and Maturity Assessment (IAMA) recommendations for North Yorkshire Council with particular focus on understanding our communities, providing information and advice offline and people's experience of accessing information and advice. These measures will combine with recommendations from Healthwatch North Yorkshire Mystery Shopping and Customer Satisfaction projects as well as targeted recommendations from the Director of Public Health Annual Report 2923-2024 to make North Yorkshire an Age-Friendly place. This includes digital& non-digital platforms.	User Testing of the NYC website is scheduled for Quarter 4 (2025/26). The project is fully planned, and scenarios have been developed to understand how people access information, with a specific focus on the journey through information and the content itself leading to action or intervention. Soft intelligence and informal feedback from people with lived experience, including those with sensory needs, has been gathered to build an initial understanding. Significant progress has been made on recommendations from the Information, Advice and Maturity Assessment (IAMA), focusing on: 1. Offline offer (Expanded printed materials, community-based sessions, and non-digital formats). 2. Understanding our communities (Engagement through local forums and voluntary sector partners). 3.People’s experiences of Information, Advice and Guidance (Healthwatch Mystery Shopping and Customer Satisfaction insights integrated) and 4.Engaging wider council colleagues (Workshops with housing, transport, and benefits teams to embed accessible messaging). Mystery Shopping Impact (Healthwatch North Yorkshire): Independent volunteers tested access to adult social care via phone, in-person visits, and the website. Findings: Long phone waits, unclear instructions, busy website layout, and mixed in-person experiences. Follow up piece with a specific ASC commissioned Customer Satisfaction project to look at the experiences of people who access ASC and specifically learn and action improvements with regards to contact with ASC as well as the information  Improvements delivered: Reduced call wait times and new phone system planned for 2026 with queue updates and call-back option. Website redesign completed with accessibility standards and ongoing user testing. New staff training programme launched; full training catalogue in place. Leaflets reviewed for accuracy and accessibility; wider distribution planned (GP surgeries, pharmacies, foodbanks). Additional training for frontline and library staff; video booths introduced for private consultations. Age-Friendly Approach & Healthy Ageing Communications Plan developed to embed as cross-cutting theme in campaigns across the Council. Positive ageing stories planned for upcoming campaigns and staff features. Accessibility audits underway; non-digital formats prioritised. Partnership work with Public Health and leisure services to promote active ageing and wellbeing.
Making best use of our resources: As a system, we acknowledge the pressures facing each organisation so we will work together to make best use of our collective resources (our people, our finance, our buildings, our research, data and intelligence) to deliver the strategy together. Efficient use of these resources will avoid duplication, maximise impact at a community level and enable delivery at scale where appropriate.	Collective resources across the health and care system are deployed efficiently to maximise health and wellbeing outcomes for the population	•  Establish North Yorkshire Health Collaborative (NYHC) Joint Committee and overarching section 75 agreement between Humber North Yorkshire ICB and North Yorkshire Council •  Identify opportunities for colocation of health and care services in local communities •  Refresh NY Joint Strategic Needs Assessment (JSNA) with a supporting programme of work to develop health needs assessments. •  Deliver a range of work packages through the Health Determinants Research Collaborative which will enable North Yorkshire Council to become more research active and use evidence to inform their decision making to improve health and reduce health inequalities.	North Yorkshire Health Collaborative (NYHC) Joint Committee and overarching section 75 agreement between Humber North Yorkshire ICB and North Yorkshire Council in place from July 2025. Collaborative work programme across all partners in the health and care system underway focussing on healthy people, healthy places and integrated neighbourhood working. Regular updates as part of Health and Wellbeing Board agenda. New Joint Strategic Needs Assessment Steering Group established to oversee work programme, ensure needs assessments are robust and support effective dissemination and use across the system. Needs assessments currently in progress include Rural; Coastal; Gypsy Roma Traveller and Show People; and Wider Determinants of Health. HDRC NY continues to deliver against its work programme. There was a very successful annual symposium in November which showcased the successes of the Collaboration to date.
Digital inclusion and innovation: As a system, act to reduce digital exclusion and enhance the opportunities provided by digital innovation. We also recognise that some people will not want to access digital solutions, therefore we will engage to understand the reasons, provider alternatives solutions and ensure that people who cannot or do not want to access digital options do not receive a lesser service. In our health and social care services, we will embed digital innovations to support admission avoidance, improve discharge, support digital pathways of care and support people to stay as independent as possible in their own homes and communities.	The Humber North Yorkshire ICB has supported investment in digital inclusion work in communities including identifying individuals abilities and being able to support them to develop. In addition, North Yorkshire Council and the York and North Yorkshire Mayoral Combined Authority, through the Shared Prosperity Fund, has been able to fund a significant programme of digital inclusion projects, including developing sustainable digital hubs across York and North Yorkshire, and helping to upskill hub volunteers and employees to become digital champions.	•  Begin design of a new consistent countywide Technology Enabled Care service •  Continue development of Living Well digital champion role •  Launch on line carers self assessment tool on NYC web site. •  Promote on line care needs self assessment and online financial self assessment tool for adult social care. •  In 2025/26 additional UKSPF digital inclusion investment has been made available and bids have been submitted. They will be reviewed in July . Successful projects will achieve at least one of the following objectives: Supporting individuals with a high level of need. Supporting individuals to access key digital services such as local authority or health. Working in collaboration with existing digital support services e.g. North Yorkshire Reboot or IT Reuse. Delivering health, social care and social prescribing digital inclusion projects. Supporting children and families including support around safe and managed access to social media.	The online assessment for carers launched in September 2025 and has been nominated for a Council award. The Localities service is leading £500,000 investment of UK Shared Prosperity Funding (UKSPF) focussing on digital inclusion on behalf of the York & North Yorkshire Combined Authority (CA) across North Yorkshire and York in 2025/2026.   Capital and revenue grant funding has been allocated to 32 successful applicants. The oversight team are now working with applicants on the training of their digital champions and development of diverse cross-sector digital inclusion projects across the region. Reboot North Yorkshire continues to provide access to recycled equipment to people that are unable to access devices across the area. The scheme has provided over 100 pieces of equipment so far this year.
Joining up our coproduction and engagement: As a system, collaborate on our coproduction and engagement work to ensure that we listen to and involve our communities as we implement this strategy, in particular by embedding excellent coproduction practice. Create a better experience for our communities in the way we do this, with the aim of strengthening community relationships, reaching those who are under-represented and managing the demand on community groups (particularly socially excluded groups)	All system partners demonstrate embedded, high quality coproduction practices, including those from underrepresented group. Those involved in co-production report that their involvement is meaningful and leads to visible change.	•  Implementation of the Speak Up self-advocates grant scheme with initial grants in place •  Creation of a Making it Real Board to increase voice and participation across a wider range of communities •  Completion of and resulting recommendations from engagement projects with ethnic minority communities, LGBTQ+ people, and in relation to social lives and relationships, in particular for people with disabilities •  Redesign a new offer for advocacy services with sufficient capacity to meet demand; reduced waiting lists for a Care Act advocate; improved access to non-statutory advocacy •  Work through North Yorkshire Health Collaborative to review existing co-production priorities and approaches across organisations and agree a joint work programme, working with Health Watch, lived experience groups and the VCSE	•  Speak Up Grants process designed, approved and will be launched in January. Piloted for 1 year for grants up to £5000.  Plans in progress to create a Speak up Academy - training for people with lived experience covering: Getting involved, leading meetings, policy and local services, and understanding change and power. • Extensive engagement has taken place in relation to creating a Making it Real Board. Proposed a single, strategic co-production Board to oversee governance, quality and all co-production activity across North Yorkshire Council Health and Adult Services. This will link together all existing Boards and partnerships and avoids duplication of work. • Ethnic Minority Access to Social Care project now at action planning stage, LGBTQ+ project carrying out ongoing engagement with communities, social life and relationship project group has expanded to include wider stakeholders and meetings are ongoing to gather feedback and identify potential solutions.