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South Gloucestershire’s Joint Health and Wellbeing Strategy (JHWBS) 2017-21 sets out key areas of focus and actions, which members of the Health and Wellbeing Board will work together on to reduce health inequalities and improve the health and wellbeing of people living and working in the area.

The strategy has been produced by the Health and Wellbeing Board in collaboration with the voluntary sector and local community groups. Our approach acknowledges that health and inequalities are largely determined by where we live, our lifestyle choices, and wider social, economic and environmental factors. We understand that action across organisations and policy areas on these wider determinants of health is necessary to improve population health


Our vision is that:

“All people in South Gloucestershire have the best start in life, live healthy and happy lives and age well in health-promoting communities. They feel encouraged and enabled to take responsibility for their own health and wellbeing and to care for themselves, and have access to health and care services that reflect their needs when required.”

Areas for collective action

In order to deliver this vision the strategy targets four key health and wellbeing issues where we feel we can make most impact through collective action.

These are:

  1. Improve educational attainment of children and young people, and promote their wellbeing and aspirations.
  2. Promote and enable positive mental health and wellbeing for all.
  3. Promote and enable good nutrition, physical activity and a healthy weight for all.
  4. Maximise the potential of our built and natural environment to enable healthy lifestyles and prevent disease.

Infographic showing our areas of focus

The aim of identifying a limited number of focus areas for this strategy is to enable the Health and Wellbeing Board to concentrate and prioritise its efforts.  It is envisaged that with each refresh of the Joint Health and Wellbeing Strategy (around every three years), the areas of focus will be reviewed. This will ensure that action is taken to prevent and tackle the breadth of health and wellbeing issues and achieve our vision over time.

How we identified the areas for collective action

The strategy has been informed by the findings and recommendations of the Joint Strategic Needs Assessment (JSNA) which provides information about the local population and its current and future health and care needs, and evidence-based recommendations to meet these needs, together with work undertaken for the Director of Public Health Annual Report for South Gloucestershire 2016 which sets out an approach to agreeing local priorities for public health and wellbeing using methods of multi-criteria decision analysis.

Although health needs, inequalities and risks identified from population data are the foundation of agreeing the priorities for public health and wellbeing, there are a range of other factors which influence decision making processes including national government priorities and those of local people including the public, patients, service users, elected representatives, and health and care professionals. Multi-criteria decision analysis, as described in the Director of Public Health Annual Report for South Gloucestershire 2016, was used by members of the Health and Wellbeing Board to identify priority areas for action for this strategy in a way which enabled these other factors to be considered. Sections of the JSNA were scored against a set of locally agreed values and principles agreed by the Health and Wellbeing Board (Appendix A).

Those that scored highest were:

  • Education and promotion of health and wellbeing in schools and colleges.
  • Mental health and wellbeing of children, young people and adults.
  • Nutrition, physical activity and weight in children, young people and adults.
  • Impact of the built and natural environment on health.

The recommendations from each of the relevant JSNA sections were reviewed by a working group of partners with related experience and expertise. These groups were asked to identify actions where there is evidence that the Health and Wellbeing Board can make most impact through collective action.

Stakeholder engagement events and formal consultation with local people, the voluntary sector and front-line health and care workers and managers and briefings for key partnerships were undertaken throughout the development of the strategy. Feedback has been incorporated into the final strategy. A full report on consultation on the draft strategy is available.