Agenda item

To consider the report of the Director of Population Planning, NHS Leeds CCG, that shares the Left Shift Blueprint approach and document with the Health and Wellbeing Board in addition to outlining the progress made with this initiative to date. The Health and Wellbeing Board are asked to sign up to both the concept of the Left Shift Blueprint and the Strategic indicators and support delivery of the plan.

The Director of Population Planning, NHS Leeds Clinical Commissioning Group (CCG), submitted a report that shared the Left Shift Blueprint approach and document with the Health and Wellbeing Board in addition to outlining the progress made with this initiative to date. The Health and Wellbeing Board are asked to sign up to both the concept of the Left Shift Blueprint and the Strategic indicators and support delivery of the plan.

The following were in attendance:

-  Jenny Cooke, Director of Population Health Planning, NHS Leeds CCG

-  Dr Bryan Power, Clinical Lead for Long Term Conditions, NHS Leeds CCG

-  Lindsay Springall, Head of Pathway Integration Long Term Conditions, NHS Leeds CCG

The Director of Population Health Planning introduced the report, and presented a short film ‘Mark’s Story’, part of the ‘How does it feel for me?’ series produced by HealthWatch Leeds, in which Mark described his experiences of the LEEDs (Learning, Empowering, and Enabling Diabetes Self-Management) Programme – an example of the Left Shift Blueprint in long term conditions and the benefits of investing in structured education.

As part of the ongoing blueprint work, key objectives for the Long Term Conditions team working with partners represented on the Health and Wellbeing Board were set out as follows:

1)  Working to facilitate increased healthy lifestyle opportunities; and

2)  Increasing referrals into NDPP (National Diabetes Prevention Programme) / Structured Education, which have fallen as a result of the COVID-19 pandemic.

The Clinical Lead for Long Term Conditions described what the Left Shift Blueprint might mean for patients, including:

·  Putting people in control of their conditions, and focusing on what matters to people, including developing proactive support plans for self-management with a patients personalised ‘goal’ at the centre;

·  Reducing health inequalities, by targeting resources to populations at increased risk and adapting approaches and services to suit the needs of different communities;

·  Supporting people through social prescribing and more regular reviews of medication;

·  Increased options for advice and support at a local community level and fewer repeated visits to hospital.

For clinicians, the impacts of the Left Shift Blueprint were described as follows:

·  More integrated working practices, including increased use of digital technologies such as ‘Virtual Wards’ for a number of services, to reduce the number of admissions;

·  Building capacity and capability in primary care settings through more activity in community settings and pharmacies, and increased focus on self-management, meaning better access to services when required;

·  Understanding and agreeing health priorities with local communities and targeting resources to those most at risk;

·  Shared decision making with patients, working ‘with’ rather than ‘to’.

Members discussed a number of matters, including:

·  It was recognised that 80% of an individuals’ health is impacted outside of health services, and therefore the benefits of programmes to improve wellbeing and lifestyle, for communities and individuals, are well evidenced;

·  Members highlighted the challenge of identifying measures for mental health services, due to the most appropriate approach in certain circumstances being specialist care as quickly as possible, which may be delivered from hospital. Related to this, Members suggested that further consideration be given to incorporating the Left Shift Blueprint into existing mental health measures within Local Care Partnerships;

·  Members suggested that the Board schedule further discussions on the shift of resources required to enable better access for disadvantaged groups;

·  In response to a query, Members were advised that 25% of participants did not complete the LEEDs course, and that feedback suggested that in most cases this was due to the time commitment required. Members noted the opportunity to reflect on the delivery of such programmes and build on the offer of remote support, to enable more flexibility for patients;

·  Members recognised the benefits of focus on prevention and reduced routine patient visits to primary care settings during periods of long waiting times for referrals and treatment as a result of the pandemic.

RESOLVED –

a)  That Members comments be noted;

b)  That the Board agree to sign up to both the concept of the Left Shift Blueprint and the Strategic indicators;

c)  That it be noted that the Board support implementation of the Left Shift Blueprint both in the ways outlined.