Humber and North Yorkshire Health & Care Partnership provides case studies to NHS: Leadership Report.

THE PURPOSE HEALTH COALITION LAUNCHED THE LEADERSHIP: TACKLING HEALTH INEQUALITIES REPORT

IN JULY 2022 TO RECOGNISE THE SOCIAL IMPACT THAT NHS ORGANISATIONS ARE HAVING IN COMMUNITIES ACROSS THE COUNTRY.

As part of the report, Humber and North Yorkshire Health & Care Partnership included case studies on The Jean Bishop Integrated Care Centre and Hull Maternity Voices Partnership.

The Jean Bishop Integrated Care Centre

A standout case study which underlines Humber & North Yorkshire Health and Care Partnership’s ‘live well, age well’ vision is The Jean Bishop Integrated Care Centre. It represents a new approach, developed by ICS partners, in providing anticipatory, integrated out-of-hospital care for Hull’s frail, elderly population. Patients identified at risk of severe frailty are invited to a half-day appointment at the centre, where they receive several multidisciplinary reviews of their care.

Prior to their visit, a member of the clinical team visits the patient at home to identify any issues about their health, social interaction or day-to-day living they wish to discuss with the team.

The ICC team includes GPs, community geriatricians, pharmacists, advanced practitioners, social workers, carers and therapists who link up with other community speciality teams. The team also provides an outreach service to care home residents.

After their assessment, a care plan is shared electronically and coordinated by an identified care coordinator. If the patient’s condition changes, a model is in place within primary care to ensure patients and their carers receive the care and support they need. Since opening in July 2018, the facility has contributed to a three per cent reduction in emergency hospital admissions for patients aged over 80, while saving an average of £100 per patient per year on medication costs.

Hull Maternity Voices Partnership

The Hull Maternity Voices Partnership (MVP), working as an integrated system, ensures women and their families receive safe, high quality maternity care from pre-conceptual planning to care in the postnatal period.

The MVP is made up of over 40 members, including local mothers, CCG commissioners, healthcare professionals, Local Authority leads and representatives from the community and voluntary sector.

The programme includes perinatal mental health, health promotion and prevention and safer maternity care. This work interfaces with the Local Authority-led First 1001 Critical Days partnership strategy that ensures the best start in life for the next generation.

Home-Start Hull is a voluntary organisation offering both practical and emotional support to families with at least one child under five living in Hull. The family support service promotes parental confidence and improved outcomes for children.

The service is also piloting a new school readiness projectBig Hopes, Big Future - an evidence- based intensive support programme targeted at vulnerable pre-school children to improve their readiness for school.

The Every Mum Matters campaign in Hull, East Riding of Yorkshire, North Lincolnshire and North East Lincolnshire supports new and expectant mums and their families to be able to recognise symptoms of perinatal mental health problems early and encourage them to seek help quickly. Specialist services and support are available in these areas.

THE SUCCESS OF ORGANISATIONS AT TIMES OF CHANGE IS RELIANT ON STRONG AND STRATEGIC LEADERSHIP. THAT IS AS TRUE OF LOCAL AUTHORITIES AS IT IS OF BUSINESS AND, INDEED, CENTRAL GOVERNMENT. A NEW GENERATION OF LEADERS ARE PROPELLING THE MOST PROGRESSIVE COUNCILS TO OFFER THE SAME COMMITMENT AND AUTHENTICITY TO ENSURING THAT THEY DELIVER FOR THE PUBLIC GOOD. HAVING A STRONG PURPOSE HELPS THEM FOCUS ON WHAT THEIR COMMUNITIES AND STAKEHOLDERS NEED, ESPECIALLY AT DIFFICULT TIMES.

At the Purpose Coalition, we have been working with some of the most ambitious local authorities where levelling up - the need to ensure that everyone, no matter what their background, has equality of opportunity in a fairer society – is a key priority. It’s a huge challenge but one which is much more effective delivered at a local level, by those who know their communities best. Their work is benchmarked against a framework of 14 Purpose Goals which cover key life stages as well as the barriers that can prevent people from accessing opportunity. That highlights good practice and identifies where there are still gaps.

Councillor Louise McKinlay, Deputy Leader of Essex County Council

LOUISE AND HER TEAM WORKED CLOSELY WITH THE PURPOSE COALITION ON A LEVELLING UP IMPACT REPORT WHICH HELPED TO INFORM ESSEX COUNTY COUNCIL’S (ECC) OWN LEVELLING UP WHITE PAPER, EVERYONE’S ESSEX, WHICH SETS OUT ITS APPROACH TO SUPPORT EVERYONE IN ESSEX TO HAVE THE SAME ACCESS TO OPPORTUNITY. IT’S A PROSPEROUS COUNTY BUT WITH APPROXIMATELY 123,000 PEOPLE LIVING IN THE MOST DEPRIVED 20% OF PLACES IN ENGLAND, IT ILLUSTRATES THE COMPLEXITY OF SOCIAL MOBILITY - THAT DISADVANTAGED COMMUNITIES EXIST, OFTEN IN PLAIN SIGHT OF WEALTHIER ONES.

Louise sees the role of public services as responding to the needs of these places and people, and the role of the local authority to lead that response. That’s not just because it’s the right thing to do - no one should be disadvantaged because of their circumstances – but it’s also the smart thing to do economically, so that everyone has the opportunity to go as far as their talent and hard work can take them. There’s also recognition that some parts of the population will require more help – children on free school meals, people of all ages with mental health conditions, SEND or learning disabilities and young people unemployed for a significant period of time.

ECC’s approach is to support good jobs, a high-quality environment, educational attainment and skills, healthy and active lifestyles and strong and resilient families and communities. The first initiatives were focused on the latter, including a £500,000 Community Challenge Fund that will provide access to small grants for communities in six priority areas, a financial wellbeing programme, the establishment of a Family Friendly Employers Charter working with employers to promote flexible, family friendly working practices and the continuation of the Essex Holiday Activity Clubs.

More recently it has announced investment bids which include a transport package for one of its priority areas, Tendring, to help residents access services and jobs. It will include new opportunities created by redevelopment proposals as part of the Freeport East initiative, the rollout of an electric, on-demand minibus service and cycling route improvements which will help connect residents with employment and training opportunities across rural areas. Funding for other projects across the county will support stronger infrastructure, good jobs, improving connectivity and centre regeneration.

County Council

UNDER IZZY’S LEADERSHIP, WARWICKSHIRE COUNTY COUNCIL’S (WCC) VISION OF LEVELLING UP WILL SPREAD OPPORTUNITY, EMBED ASPIRATION AND TACKLE DISPARITIES. THE COUNTY HAS A STRONG ECONOMY, GOOD SERVICES AND MATURE PARTNERSHIPS BUT IT ALSO HAS POCKETS OF DEPRIVATION AND THERE ARE CLEAR DISPARITIES ON ISSUES SUCH AS EDUCATIONAL ATTAINMENT, LIFE EXPECTANCY AT BIRTH, CRIME RATE AND DIGITAL CONNECTIVITY. THAT MEANS THERE IS ALSO DISPARITY OF OPPORTUNITY AND WCC IS DETERMINED TO BRING THE WEAKEST PLACES UP TO THE LEVEL OF THE STRONGEST WHILE ALSO CONTRIBUTING TO LEVELLING UP THE COUNTRY MORE BROADLY.

The Council has embarked on a determinedly data-driven approach and its Levelling Up Plan will be evidence led, with the creation of a new Levelling Up Advisory Council and the introduction of a statutory duty for local authorities to publish an annual progress report and a programme of activity which will be subject to regular review. It is committed to six key principles –a joint mission and holistic approach, a long-term approach, addressing the root causes, strengths based, data driven and targeted and tailored to communities of place and interest. It understands that its priorities should make sense locally and it is working hard with its partners to bring its communities along with it, testing out its analysis with a residents panel and a youth council. Residents’ priorities for improving the place they live are access to health provision, levels of safety and improved high streets and town centres although there is some variation at a district and borough level. The feedback from younger people is that they want to see skills provision, improved transport connections, town centre regeneration as well as important recognition of the need for engagement with business on how social value and corporate social responsibility can support levelling up and young people.

Izzy’s Team Warwickshire is aiming to achieve long term, generational changes with the first targets set for 2030. As with social mobility more widely, the issue is longstanding and complex but its determination to tackle the root causes of inequality alongside its willingness to work closely with local stakeholders will mean that it is an authentic reflection of what its communities want. Working with the Purpose Coalition on a Levelling Up Impact report over the coming months will also focus attention on the success of its approach and how best it can address the gaps in opportunity that remain.

Councillor Darren Rodwell, Leader of Barking & Dagenham Council, Deputy Leader of London Councils

DARREN HAS ALWAYS MAINTAINED THAT GENUINE LEVELLING UP OF THE COUNTRY MEANS LOOKING BEYOND THE TRADITIONAL GEOGRAPHIC AREAS OF DISADVANTAGE TO TARGET THOSE WHICH ARE OVERLOOKED BECAUSE THEY ARE HIDDEN WITHIN AREAS OF GREAT PRIVILEGE AND WEALTH.

Nowhere is that more true than London. The City of London generates nearly £70 billion in economic output annually. It is associated with opportunity but its residents often face barriers which prevent them from accessing it. Barking and Dagenham has the highest unemployment rate in the country and one of the highest rates of child poverty. It suffered particularly badly during the pandemic, economically and socially, as a result of high-density housing, overcrowding and health inequalities.

Between March 2020 and March 2021, economic inactivity increased from a quarter to nearly a third (30.2%) of the borough’s population. The cost of living crisis has the potential to drastically increase poverty, debt and inequality still further. Yet London growth is moving eastwards and Barking and Dagenham is well placed to take advantage of the opportunities that will bring. The development of Barking Town Centre will also provide more commercial space, new housing, schools, community health and leisure facilities.

Barking and Dagenham Council (LBBD) is currently engaging with residents to develop its Inclusive Growth Strategy 20222026 which will set out plans to boost the local economy, enhance the borough and improve their lives. It aims to tackle economic and social barriers, including a lack of skills, employment prospects and suitable housing options, and offer a more prosperous future, particularly for the most vulnerable and those whose voices are often unheard. The strategy focuses on four key areas – a thriving and inclusive economy, supporting local businesses and attracting new ones to improve employment opportunities, including for vulnerable residents and those new to the labour market; resilient and safe neighbourhoods which also offer residents the social and physical infrastructure needed to transform the borough, from public transport to new schools and green spaces; the provision of a range of housing options that will also tackle overcrowding and homelessness; the establishment of a Net Zero cleaner, greener borough with a commitment to making it carbon neutral by 2030.

By working collaboratively with residents, local businesses and partners, LBBD is aiming to deliver a brighter economic future. It will be working with the Purpose Coalition over the next few months on a Levelling Up Impact Report to assess how its current work is making a positive impact on its communities and where that impact could be extended even further to drive better social mobility in London.