Partnership Executive Group Wednesday 20 th May 2020 Final v1
In March PEG agreed its ‘why’… PEG exists to tackle health inequalities through shared mechanisms and culture that drive an integrated health and care system which has people at the heart Through: • Living our Partnership Principles: we start with people; we deliver; we are Team Leeds • Working with people and staff and hearing their voices • Rethinking how we deliver better person centred outcomes and driving a seamless experience of care • A relentless focus on our shared three key city ambitions and creating a culture that encourages system leadership – ‘ Leeds £’, ‘city first, organisational second’, ‘working as if we are one organisation’ • Collectively owning and unblocking performance, intelligence, efficiency, quality and financial issues facing health and care • Unblocking intra-organisational system issues, maximising opportunities, eliminating duplication • A shared transformation plan which creates meaningful change, ensuring the short-term is managed in the context of the long-term • ‘One city voice’ – shared understanding and ownership of unified positions and messages • Maximise the leverage from our collective influence regionally and nationally Are we collectively agreed that these are still valid?
Item 1 - reducing inequalities, resetting to a stronger fairer, more equal Leeds
Why a shared plan for reducing inequalities: resetting to a stronger fairer, more equal Leeds ? • Leeds Health and Wellbeing Strategy signed up to, widely recognised and embedded • Reducing inequalities and making Leeds a fairer city key focus of the new Strategy • LCP and other community models are enabling stronger local networks, bringing range of partners together to maximise impact on the ground and accelerate changes • System Leadership, Better Conversations and LCP work shows that staff are passionate and motived to tackle inequalities regardless of role or organisation and ‘working with people’ to do this BUT • Are we: • Being bold enough – scope, depth, pace? • Maximising our existing strengths and assets to amplify impact? • Unifying behind a shared approach – not crashing into each other, duplicating or inadvertently missing anything? • Taking all of our workforce with us? • ‘Marmot 10 Years On’ released Feb 2020 - cast light on the deteriorating health and worsening of inequality gap in England • Initial data from the Covid 19 Pandemic indicates existing inequalities are: • Accelerating / more acutely visible • Resulting in new inequalities • Disproportionately impacting some people – e.g. BAME, men, people with LD, older people, those struggling against poverty etc • Disparity between resources available between partners to tackle this – e.g. NHS, Third Sector and Council funding positions
Learn from history • We know that economic, social and health factors and inequalities are interlinked • Accelerated multiplier effect • Every economic crash since 1929 has followed a similar pattern • Mitigate negative impact as much as possible • Ensure no group: • Impacted disproportionately • Sees an exacerbation inequality • Opportunity to also build on positive behaviour changes and approaches • What more can we do to have clear joined up plans with clear actions to tackle this? • Are these embedded in each of our Covid 19 organisations and what would it look like if Recession ? this was improved?
Reducing inequalities: resetting to a fairer, more equal Leeds • More important now than ever before • Amplified in our extended Leeds Health and Wellbeing Strategy • Flexibility within one framework to connect several pieces of work together and align future work - without being rigid and bureaucratic • Ensure we are not crashing in each other, duplicating or inadvertently missing anything • Test our approach and drive action in the short term that contributes to our long term ambitions Connecting existing work: Extended Leeds Health and Wellbeing Strategy (led by the Leeds Health and Wellbeing Board) • A framework for bringing pieces of work and partners together, to reduce the negative impacts and build on positive changes resulting from COVID-19 by driving co-ordinated action Currently pieces of work being brought together into a coordinated citywide plan for reducing health inequalities 3. Person centred outcomes 2. Communities of Interest 1. Inequalities analysis (led by 4. LCPs (led by LCP What else Network (led by Forum approach (led by Healthwatch Public Health and Communities) development team) do we need Leeds) Central) • Review of both the direct and • One of key community delivery to bring • Feeding back the issues • Thinking piece focused on wider inequalities relating to models connecting range of together to person-centred, citywide across all communities of COVID-19 based on local and partners, assets and people ensure we interest, exploring the assurance that requires national information available to around needs of local people deliver our identification of the most experience of intersecting date. • More responsive to local needs ambition? identities vulnerable people during this • Identifies both risks and and variations e.g. working with time • Working with Healthwatch, opportunities using both the 4 families, those with MH, VA-L and LCC Communities • Driven by person outcomes and waves of the pandemic and a working age adults etc requires working with people Team to capture the voices revised’ Leeds Vulnerability • Delivering on the ground and experiences of people. within those communities. triangle’. impact now and able to adapt to bring pieces of work together
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