Agenda item

To consider a Cover Report of the Executive Director Core Services at Barnsley Council (Item 5a attached) in respect of a report on the South Yorkshire and Bassetlaw (SYB) Integrated Care System (ICS) (Item 5b attached).

The following witnesses were welcomed to the meeting:-

Lesley Smith, South Yorkshire and Bassetlaw (SYB) Integrated Care System (ICS) Deputy System Lead and Lead for Strategy, Planning and Transformation Delivery as well as Chief Officer at Barnsley Clinical Commissioning Group (CCG);

Will Cleary-Gray, Chief Operating Officer SYB ICS;

Helen Stevens, Associate Director of Communications and Engagement, SYB ICS;

Alexandra Norrish, Programme Director, SYB Hospital Services Programme.

By way of introduction a brief overview of the report previously circulated was provided. The report provided a comprehensive update of the work of partners across SYB.

Members were reminded of the long history of partnership working across SYB, which helped to support integration.  Over the past 2 years many lessons had been learned, and a number of priority programmes had been established to take work forward.   All partners had committed to the vision of giving everyone in South Yorkshire and Bassetlaw the best start in life with support to stay healthy and live longer. 

Members were reminded that the majority of the work was still undertaken in each of the five areas, with the role of the ICS to support the needs locally by working together.

The paper circulated provided an update on the progress made in each of the priority areas, including value added, and gave details of how staff, patients and the public had been engaged.

Questions were then invited from the committee, and the following areas were discussed and challenged:-

When asked of the biggest challenge facing the ICS that would have the greatest impact if resolved, it was suggested that demand for services continued to grow and meeting the expectations of the public was challenging. However, it was thought that the workforce presented the greatest challenge as it was not growing in line with demand.

The importance of public engagement was stressed, and the possibility of ICS colleagues attending community events was discussed. It was agreed that engagement was a priority and contact would be made in each of the places to engage in events at a community level.

Communications remained an issue and was acknowledged that this needs to be improved, with the system dependent on high quality communications.  The need to differentiate between ICS work and that of each place was noted, and it was suggested that ICS and place based teams could work better together.

The Hospital Services Review was given as an example where consultation had been extensive including in libraries, GP surgeries, and pharmacies.  Detailed conversations had also taken place with underrepresented groups such as the Chinese community and those in prisons. It was noted that feedback from consultation would inform the next stage.

Members also noted that many residents were also engaged through attendance at summer events. It was stressed that more could and would be done, but the key was ensuring that conversations were meaningful and tangible.

With regards to social prescribing and the public’s understanding, it was noted social prescribing locally had been recognised as an exemplar, but there was always more that could be done.  There were plans to build on the success, and share learning across the area.  Consideration was also being given on how social prescribing would be funded in the longer term.

In reference to additional finance invested in services and how sustainable these improvements were in the longer term, examples were given of how the transformation element was utilised.  It was noted that this was small in comparison to the overall budgets in each of the five places, but that used in the short term could drive improvements in services which would then hopefully be sustained in the longer term without continued need for additional finance.

The committee discussed whether transformational funding would be available in the longer term, and it was noted that the financial situation would only be made clear when then long term NHS plan and financial settlement was made public.

Queries were received in relation to the term ‘greater freedoms’ alluded to in the report, and it was noted that this related to the ability for the local system to distribute finance where it was most needed locally.

With regards to the performance in each of the five places, Members heard how place were working well against NHS Constitution targets and each had a positive story to tell.

Members noted the journey undertaken over the past two years culminating in the formal recognition of the ICS.  The positive working relationships that led to this were acknowledged.

With regards to the work under the Children’s and Maternity workstream, questions were raised about implementation of the transformation programme, given the national shortage of midwives and the backlog faced.  It was suggested that a report specifically on this issue would be brought to the committee in the future.  It was also noted that each of the five places had developed local maternity plans, and Overview and Scrutiny Committees may wish to consider these.

Members noted the need to differentiate between issues dealt with by each place, and therefore considered by place based scrutiny functions, and the work undertaken by the ICS and the need for consideration by the JHOSC.

Those present noted the work with neighbouring systems to share best practice and planning, and this work extended through regional and national networks.

RESOLVED

(i)            That thanks be given to all witnesses for their contribution to the item;

(ii)          That the update report be received;

(iii)         That an update report be provided to Committee Members in 4 weeks on the Children’s and Maternity Services workstream.