The Tower Hamlets Health and Wellbeing Board met to discuss the development of a new health and wellbeing strategy for the borough, which is due in 2025. The workshop focused on understanding the health and wellbeing needs of Tower Hamlets residents, defining the strategy's unique purpose, and considering the current strategic context. The board also reflected on the principles that should underpin the strategy.

Developing a new Tower Hamlets Health and Wellbeing Strategy

The main focus of the meeting was a workshop discussion on developing a new Tower Hamlets Health and Wellbeing Strategy, as the current strategy, agreed in 2021, covers the period up to 2025. Councillor Gulam Kibria Choudhury, Cabinet Member for Health, Wellbeing and Social Care, emphasised the importance of resident involvement in shaping the strategy, stating:

This strategy does not belong to us, it belongs to the people of this borough. This borough, we cannot meet their needs unless we really understand that they see as the core barriers to living a healthy life.

The discussion was structured around four key questions:

1. What do we know about the health and wellbeing of residents in Tower Hamlets and what matters to them?
2. Why do we want a health and wellbeing strategy?
3. What is the current strategic context?
4. What are the principles that should underpin the strategy?

Understanding Residents' Needs

The board considered findings from the Health Determinants Research Collaboration (HDRC), which engaged with residents to identify key factors affecting their health and wellbeing. Sahana, the research and culture manager for the HDRC, presented a graphic illustrating the top four themes that emerged from the workshops with residents. Residents expressed positive feedback, showing enthusiasm for future events and the development of this work.

Purpose of the Health and Wellbeing Strategy

The board explored the unique selling point of a health and wellbeing strategy, considering the numerous existing strategies within the council and partner organisations. A video from the Health Foundation highlighted the social determinants of health¹, emphasising the need to address factors beyond healthcare to improve overall wellbeing.

Suki noted that residents expect a seamless service and may not distinguish between health and social care. She suggested that the strategy should focus on bringing services together and ensuring people can access support when needed. Housing and overcrowding were also identified as important factors.

Strategic Context

The board considered the broader strategic context, including political, economic, social, technological, legal, and environmental factors. Charlotte Pomery, Chief Participation and Place Officer North East London Integrated Care Board, highlighted the council's strategic plan, noting that its eight priorities reflect many aspects of health and wellbeing. She also mentioned the partnership plan, which has five calls to action, including good mental health and wellbeing, feeling safe, access to good work, and a child-friendly borough.

Charlotte Pomery also drew attention to the NHS's 10-year plan blueprint, which emphasises prevention and community-based care.

Some board members felt that the funding context and potential cuts should be more strongly emphasised in the strategic context. They also noted the importance of safeguarding and child protection. The board recognised the need to work effectively together, reduce duplication and waste, and have honest conversations with residents about financial challenges.

Principles Underpinning the Strategy

The board revisited principles developed prior to the COVID-19 pandemic, which emphasised the right to equal opportunity for health, prioritising resources for those who need them most, and addressing social isolation. These principles also highlighted the importance of treating people with respect and without discrimination, ensuring clear and co-produced information, and empowering people to shape their services.

The board discussed how to translate these principles into action and develop a strategy that meets the community's needs. One key point was that the strategy should focus on the added value of working together and identify outcomes that can only be achieved through collaboration. The strategy should be simple, engaging, and potentially focus on housing and integrated neighbourhood teams as common areas of focus.