Agenda item

4.1

The Director of Commissioning, Sheffield City Council and the Director of Business Planning and Partnerships, NHS Sheffield CCG submitted a joint report in relation to actions and progress in relation to Sheffield’s Joint Health and Wellbeing Strategy.

4.2

The Joint Health and Wellbeing Strategy was Sheffield’s overarching City Strategy in all matters relating to health and wellbeing. It had five outcomes which it was looking to achieve for the City of Sheffield, and the Health and Wellbeing Board had a role in overseeing progress on the delivery of the outcomes of the Strategy. The report provided an overview of what had happened over the last few months under each outcome.

Members of the Board made comments and asked questions, as summarised below:

There was a lot of activity being undertaken throughout the City. It was a significant job, as the Board was attempting, to try and co-ordinate all the work especially between organisations.

It may be important for the Board to identify the key areas to focus on and to identify lead officers for each area.

Health outcomes in the City had improved over the last 10-15 years but there had not been major improvements in reducing health inequalities. There was still a lot of work to do and it may be useful for the Board to identify some areas to give particular priority to.

There may be a role for the Board to explore with lead officers and others where it could make a difference. For example in the South West of the City levels of breast cancer were higher than in other areas of the City but in those other areas survival rates were three times less. There was evidence to suggest people in those areas of the City did go for screening but often didn’t attend if they were recalled. Could there be a targeted piece of work to establish why this was happening?

The evidence showed that health was a priority for everyone. Linked to this employment was a key factor. Evidence had shown that if a person was employed but with low pay their health was often much better than someone who wasn’t employed but in receipt of significant benefits.

Providers were often measured on different outcomes to those considered by the Strategy. It may be useful to try and get them to give consideration to the outcomes agreed by the Board.

It may be important to prioritise what the Board was doing as the report outlined a number of iniatives. The Board may want to consider the outcomes which would have a long term change. It needs to be made clear what was being done collectively across the City. Targeted interventions could be linked to the Strategy.

The challenge for the Board was that they were working against a system that wasn’t designed to promote joined-up working. The Board should therefore consider how it could use the freedoms it had and the people of Sheffield to push back against this. It was highlighted that the last heading on page 10 should read ‘Seek efficiency from providers without putting people’s safety or experience at risk’.

Those involved in collating the report should be thanked for all their hard work and the Board should consider opportunities for better care and joined-up working.

The Board should give consideration to the evidence base and why things were worsening in some areas. The Board could check if it had the right rationale and explore why it is that some areas weren’t performing.

It may be useful to look at cross-cutting solutions and having an overarching strategy to address all of the outcomes.

The Board should have a role in influencing others, particularly health and social care providers. Prevention was not simply the prevention of one health problem and involved a number of factors. Child and Adolescent Mental Health Services (CAMHS) was a good example of funding being put into preventative measures.

Work should be undertaken on reframing clinical diagnosis and exploring social as well as clinical factors.

A number of the outcomes were worse than the national average. It may be useful for the Board to receive a briefing on these and establish why the problems occurred and what could be done to address them. Programmes of work should be aligned to the outcomes the Board had given priority to improving.

Resolved:  That the Board:-

1.

Thanks those who have been working hard over the last year to deliver some of the actions set out in the Strategy;

2.

The ten outcomes showing poorer than the national average required particular attention;

3.

Agrees the proposals for a response from the Board as outlined in the report;

4.

Considers any opportunities for coordination and integration of pieces of work; and

5.

Supports the ongoing programme of needs assessment.