Agenda item

11.1

The Executive Director, Communities submitted a report describing a proposed new approach to investing in community health and wellbeing services; an approach that encourages people and organisations to work together to support people to maintain and improve their health and wellbeing.

11.2

RESOLVED: That Cabinet:-

(a)

approves the strategic approach set out in this report – recognising the potential for this approach to shape how the Council commissions preventative health and wellbeing services in the future;

(b)

supports the development of Collaborative Partnerships; and

(c)

delegates authority to the Director of Commissioning and the Director of Commercial Services in consultation with the Cabinet Member for Health, Care and Independent Living, the Cabinet Member for Public Health and Equality, and the Director of Legal and Governance, to appoint Collaborative Partnerships to the Pseudo-Framework (hereinafter referred to as the framework) and to issue contract awards following the procurement process.

11.3

Reasons for Decision

11.3.1

As resources become more stretched, it is critical that organisations – big and small – work better together to support the people of Sheffield to improve their health and wellbeing.

11.3.2

As health and care budgets continue to integrate and consolidate, we want to make sure that small local organisations are not squeezed out because they want to stay small and focus on what they do best.

11.3.3

We also recognise that if we are to succeed in reducing health inequalities in Sheffield we need to focus our resources smartly – making sure that organisations collectively prioritise people that are most at risk.

11.3.4

We also recognise that the drivers of health inequalities extend beyond the scope of any single service or contractual arrangement. By better coordinating investment and activity at a neighbourhood level, we believe that the city will be better able to tackle the root causes of health inequalities.

11.4

Alternatives Considered and Rejected

11.4.1

No Change

We discounted this option because (a) there is convincing evidence that improved health and wellbeing outcomes rely heavily on stronger partnership working at the neighbourhood level; and (b) we know that our current investment approach does not sufficiently incentivise partnership working.

Some links to relevant reports are included at Appendix A to the report.

11.4.2

Set up Council-managed Neighbourhood Partnerships to coordinate preventative health and wellbeing services

We have engaged extensively with organisations in Sheffield over the last year, particularly the voluntary sector, and there has been a strong view that Collaborative Partnerships (CP) need to be self-determined and tailored in terms of membership and focus to the needs of the specific neighbourhood(s) they cover. This will include engagement with local democratically elected members and local people in relation to planning and decision making for each area.

We are therefore recommending that we invite partnerships to come together and make proposals to us about their membership, scope, and operating model, with our evaluation of their readiness being based on their capability to achieve better outcomes for the population.

It should be noted that the option of Council-run partnerships will continue to be explored as we need to be prepared for (a) some areas not being covered by an approved CP; and (b) a CP dissolving in the future.

11.5

Any Interest Declared or Dispensation Granted

None

11.6

Reason for Exemption if Public/Press Excluded During Consideration

None

11.7

Respective Director Responsible for Implementation

Laraine Manley, Executive Director, Communities

11.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Healthier Communities and Adult Social Care Scrutiny and Policy Development Committee

10.1

The Executive Director, Communities submitted a report describing a proposed new approach to investing in community health and wellbeing services; an approach that encourages people and organisations to work together to support people to maintain and improve their health and wellbeing.

10.2

RESOLVED: That Cabinet:-

(a)

approves the strategic approach set out in this report – recognising the potential for this approach to shape how the Council commissions preventative health and wellbeing services in the future;

(b)

supports the development of Collaborative Partnerships; and

(c)

delegates authority to the Director of Commissioning and the Director of Commercial Services, in consultation with the Cabinet Member for Health, Care and Independent Living, the Cabinet Member for Public Health and Equality, and the Director of Legal and Governance, to appoint Collaborative Partnerships to the Pseudo-Framework (hereinafter referred to as the framework) and to issue contract awards following the procurement process.

10.3

Reasons for Decision

10.3.1

As resources become more stretched, it is critical that organisations – big and small – work better together to support the people of Sheffield to improve their health and wellbeing.

10.3.2

As health and care budgets continue to integrate and consolidate, we want to make sure that small local organisations are not squeezed out because they want to stay small and focus on what they do best.

10.3.3

We also recognise that if we are to succeed in reducing health inequalities in Sheffield we need to focus our resources smartly – making sure that organisations collectively prioritise people that are most at risk.

10.3.4

We also recognise that the drivers of health inequalities extend beyond the scope of any single service or contractual arrangement. By better coordinating investment and activity at a neighbourhood level, we believe that the city will be better able to tackle the root causes of health inequalities.

10.4

Alternatives Considered and Rejected

10.4.1

No Change

We discounted this option because (a) there is convincing evidence that improved health and wellbeing outcomes rely heavily on stronger partnership working at the neighbourhood level; and (b) we know that our current investment approach does not sufficiently incentivise partnership working.

Some links to relevant reports are included at Appendix A to the report.

10.4.2

Set up Council-managed Neighbourhood Partnerships to coordinate preventative health and wellbeing services

We have engaged extensively with organisations in Sheffield over the last year, particularly the voluntary sector, and there has been a strong view that Collaborative Partnerships (CP) need to be self-determined and tailored in terms of membership and focus to the needs of the specific neighbourhood(s) they cover. This will include engagement with local democratically elected members and local people in relation to planning and decision making for each area.

We are therefore recommending that we invite partnerships to come together and make proposals to us about their membership, scope, and operating model, with our evaluation of their readiness being based on their capability to achieve better outcomes for the population.

It should be noted that the option of Council-run partnerships will continue to be explored as we need to be prepared for (a) some areas not being covered by an approved CP; and (b) a CP dissolving in the future.