Agenda item

8.1

The Sub-Committee received a presentation highlighting the Sheffield Committee arrangements to work in partnership with NHS Commissioning and the Place based plans.

8.2

Emma Latimer, Executive Place Director for Sheffield stated that  the presentation sets out the approach to developing the Sheffield Partnership Framework, and by working with partners across Sheffield there would be an opportunity to refresh the framework approach, and pool collective efforts to drive forwards a transformational place based plan for the benefit of our local communities.  She gave details of the Strategic Framework Development, its vision, purpose and principles, the strategic priorities, governance and decision making, making the best use of resources and performance assurance and risk management.

8.3

Members made various comments and asked a number of questions, to which responses were provided as follows:-

·                The Sheffield City Partnership was led by the local authority, the officers being the Chief Executive, the Director of Finance, the Chair of the Health and Wellbeing Board and the Director of Public Health and representation from the South Yorkshire Integrated Care Board (SYICB).  The Sheffield Health and Care Partnership is an SYICB Sub-Committee.  At partnership level, we are trying to integrate more services to see more efficiencies and offer more opportunities to do better.

·                Since January, 2023, Sheffield had seen improvements in discharges from hospital, there had been a large reduction in waiting times, which was one of the many pressures faced by the NHS.  There were also significant pressures on health system in every aspect of care, there was some duplication of work that needed to be addressed. Since covid, people were tired, the workforce had worked really hard.  By listening to the views of the workforce and communities, to start to shape things in primary care and other areas, a difference could be made by working together.  There has to be more consistency, not complexity and work from the bottom up.

·                To tackle health inequalities, employment is key.  Rather than look at the whole of the city, as some parts were more affluent, we need to see where we need to target the most deprived, learn from it and see how to do things differently.  There was a need to build confidence in the voluntary and community sector and support them.  There were many issues that we should be focusing on and need to prioritise where to put resources.

·                GPs were still involved in the delivery groups and were still very much involved in the work being carried out. There needed to be a blend of people.

·                There was something in place called Operational Health Management which drills down data on patients.  The NHS has lots of information and there was a need to give clinicians more time because they were constantly dealing with the frontline. GPs know their population and put interventions in place where needed.  Data was there but not used in the way it should be. The NHS was hugely complex and fragmented and we need to find out how to engage with communities better.

·                In Sheffield, £3.5m had been spent on health inequalities and a list of initiatives would be provided for members. This year £2.4 m will be focused on tackling deprivation, working through the Partnership Board. It will be transparent and have open and honest discussions about taxpayers’ resources and information will be shared on where money had been spent.

·                In the past, there has been a piecemeal approach on deciding where to allocate grants.  This had not been a well thought through approach and not spent in a structured way.

8.5

RESOLVED: That this Sub-Committee:-

(a)      thanked Emma Latimer for her presentation and responses to questions; and

(b)      looks forward to receiving a report on Inequalities Funding.