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The Nottinghamshire Health and Wellbeing Board aims to find out what Nottinghamshire needs to improve in health and wellbeing and to develop a strategy and delivery plan to achieve this.

The Board carries out an assessment – called the Joint Strategic Needs Assessment – across the county to find out if there are particular patterns or issues in a certain area, such as an obesity problem or poor dental health. This is used to plan how money is spent to improve the situation in each area in the future.

The Board also promotes close co-operation between the health service, local government and providers of services.


More information can be accessed by Nottinghamshire County Council’s website >

Joint Health and Wellbeing Strategy 2018 – 2022

The Joint Health and Wellbeing Strategy is based on needs identified in the Joint Strategic Needs Assessment. The Nottinghamshire JSNA is available on Nottinghamshire Insight, including a shorter summary document.

The Joint Health and Wellbeing Strategy for Nottinghamshire 2018-2022 was agreed in December 2017 and implemented from January 2018.


View the strategy document here > 

Developing a health and work approach in Nottinghamshire

On 4 December 2019 an employee of Bombardier presented the Health & Wellbeing Board with his experience of how receiving support from an employer can play an important role in improving health. Dawn Jenkin (Consultant in Public Health) presented a report on developing a health and work approach in Nottinghamshire, the recommendations of which are based on the Employment and Health & Wellbeing workshop which took place on Friday 18 October 2019.

Health and work are strongly interdependent. There is a strong association between worklessness and poor health, as being out of work can be the cause and consequence of a range of poor physical and mental health outcomes. Conversely, being in work can have a strong positive influence on health, protecting against social exclusion through providing an income, social interaction, a core role, identity and purpose.

Key learning from the workshop included a need and appetite for effective partnership working; the recognition that all organisations have a role in achieving inclusive employment; and the need to ensure employment support is streamlined, coordinated, accessible and evidence based. Health & Wellbeing Board members agreed they needed to lead by example in these areas.

The Health & Wellbeing Board approved the recommendations and 10 associated actions. Further information, including the full list of actions, is available online. The Health & Wellbeing Board will receive a progress update in September 2020.

Having a job is one of the best things for your health