Agenda item

This paper aims to provide an update to the Board on the current progress and implementation for the Surrey Wide Data Strategy, as well as providing an insight into the challenges faced at this time.

Witnesses:

David Howell - Joint Director for Strategic Insight and Analytics, Surrey Heartlands ICS

Sarah Haywood - Partnership and Community Safety Lead, OPCC

Key points raised in the discussion:

1.    The Joint Director for Strategic Insight and Analytics (Surrey Heartlands ICS) noted that:

-     the Surrey Wide Data Strategy sought to address the key challenges around data across the system, it was composed of four components: purpose, infrastructure, people, and opportunity; he would focus on the last three.

-     data and services were fragmented and needed to be integrated and joined up avoiding repetition and delays; there was a need to better understand the Priority Populations and health inequalities.

-     Infrastructure: a significant piece was underway to develop the Integrated Digital and Data Platform, which would deliver shared analytical capabilities for different use cases across the system: direct care, and secondary uses around performance assurance and wider analytical capabilities, Population Health Management, and research. Several business cases had been developed, providing more granularity and costings.

-     People: Surrey Office of Data Analytics (SODA) sought to solve key problems faced by the system, a use case for serious violence had been identified and towns development was ongoing. The focus was on prevention spend mapping and how that could be supported.

-     Opportunity: the Hewitt Review looked at how systems used data and work was underway to implement those recommendations and it provided the backing for funding around people and infrastructure, expanding capabilities.

2.    The Partnership and Community Safety Lead (OPCC)thanked the report author for including serious violence within SODA’s work, which would result in a detailed needs assessment.

3.    The Chair noted that measuring, monitoring, and reporting the impacts of projects, and data collection, use and sharing, threaded through the upcoming agenda items as well as the Joint Strategic Needs Assessment (JSNA) and the Surrey Index. She queried whether the architecture was robust and whether there was the funding, capacity and staffing now to deliver all the strategies and programmes throughout their duration. She asked whether the organisations were able to provide the requested data. The Joint Director for Strategic Insight and Analytics (Surrey Heartlands ICS) explained that regarding the Infrastructure programme, the work underway could be used to target the four use case areas, investing and ensuring that they would be fit for purpose system-wide. Regarding the Opportunity programme, the Full Business Case would set out the funding required as a result of the recommendations from the Hewitt Review. Regarding the People programme, there were good skills across the system but there was a shortfall in specific areas like data sciences.

Sinead Mooney left the meeting at 3.31 pm.

RESOLVED:

1.    Noted the progress that has been made to date across the system.

2.    Ensured that the direction of travel and progress being made by the teams are in line with the views of the Health and Wellbeing Board membership.

3.    Provided feedback and recommendations on the highlighted areas of challenge being faced at this time.

Actions/further information to be provided:

None.