Agenda item - Designing an Integrated Care Partnership and Reviewing the Purpose and Functioning of the Health and Wellbeing Board

RESOLVED: That the Health and Wellbeing Board agreed to the following:

(1)       That the latest changes in the national policy landscape, including the NHS long term planning guidance that supports the NHS Long term Plan, and the awaited Green paper on Adult Social Care whilst addressing the local strategic case for change for integrated health

and social care services be noted;

(2)       That the progress that has been made so far with developing our joint services that positively impact upon the patient/service user experience be noted;

(3)       That it be approved that senior officers across a range of key partners to negotiate and influence within their constitutional remit the design of an appropriate Integrated Health and Social Care Partnership for Brighton and Hove, meeting the national design requirements for an

Integrated Care Partnership (ICP) within a broader Integrated Care System (ICS), and bring a proposal back to the HWB in summer 2019.

(4)       That a Policy Panel be established with one representative from each Group to be nominated by the Group Leader to review future purpose and membership of the Health and Wellbeing Board with options to be brought back for consideration in summer 2019; and

Note: Terms of Reference and membership of the Policy Panel will be brought to the March Board for approval.

(5)       That in this transition period to reaffirm the HWB’s ongoing accountability for its statutory responsibilities and remit to include:

(a)       The development and publication of the Joint Strategic Needs Assessment for our population

(b)       Agreement of a medium term Health and Social Care Strategy (joint draft health and wellbeing strategy currently being consulted upon)

(c)        Working with the CCG to develop agreed health and social care budgets within the 4 -5 year financial planning horizons due in the Autumn to achieve appropriate alignment to deliver the Health and Social Care Strategy 

(d)       An annual high level review of health and social care performance against relevant and meaningful KPIs including patient feedback and customer experience to inform future

HWB strategic policy

(e)       An annual review of strategic service delivery and commissioning priorities, governance and strategic management and delivery arrangements at city-wide and regional levels in order to inform adjustment to national and regional priorities.

39.1       The Executive Director- Adult & Social Care introduced the report and stated that the Integrated Care Partnership (ICP) would be designed with existing organisations and stakeholders working together which was fundamentally about the future of patients, the operationally, funding prioritising and it was important that action started now. The current form of the Health and Wellbeing Board would be reviewed on its operation and aligned to continue with its statutory responsibilities but also maintaining appropriate governance and oversight for both the policy framework through the Health and Wellbeing Strategy and the ICP. He stated that governance could not be addressed until the ICP model was refined and would then return with a more detailed report for the Board in the summer.

39.2       Councillor Moonan praised the paper and stated that the theme of this report was the right direction to integration and was a recurring theme that had taken time to progress. She stated there was interest in the broader community, misinformation and concerns and asked how the ICP could take the public on that journey and help them understand the direction of travel, how we were moving forward and how they could influence the process.

39.3       The Executive Director- Adult & Social Care responded that there were a number of paths that were within the Health and Wellbeing Strategy which would include many opportunities to engage and consult with the community and to strengthen the joint commissioning approach. The NHS long term plan had been recently published and a key requirement was that locally a five year NHS plan would be in place for September 2019 which would link closely to the strategy and a comprehensive mechanism of engagement.

39.4       Councillor Taylor thanked officers and the CCG for the paper and stated that the Conservative Group had been staunch proponents of integration initiative and endorsed all of the recommendations of the report.

39.5       In response to Councillor Page asking for clarification on what the broader ICS regarding terminology and community engagement concerns, David Supple stated that engagement should raise reasonable concerns and bring reassurance to Brighton and Hove residents that they would be represented in the context of a larger foot print of the ICP, with the acronyms aside which could often be challenging, that would which would be true for every Health and Wellbeing Board in the country.

39.6       The Chair stated that the need for clarification was a crucial point and that when the recommendations pass that those explanations should be included in the paper.

39.7       David Liley, Brighton and Hove Healthwatch, stated that the engagement task in line with the long term NHS that they had already been in discussion locally and on Sustainability and Transformation Partnership (STP) on how they could integrate engagement. The pledge form Healthwatch Brighton and Hove was that engagement would be significant locally, the would be an independent element due to the element of Healthwatch and that it would be focussed on the patient experience and making it real for ordinary people.

39.8       Councillor page stated that in 1.1.4 of the report, the Policy panel reviews on the future purpose of the Board excluded health colleagues from the discussion and effectively functioned as a councillor working group. For policies with such strategic importance for the future arrangement of governance he asked that a report to go to the board for which everyone could make a decision.

39.9       The Executive Director- Adult & Social Care responded that the Policy Panel did not have to be exclusively for councillors. The Panel established was to undertake the Health and Wellbeing Strategy preparation which has representation from the CCG, external bodies to the Board, third sector organisations and they could have anyone invited to attend who the panel felt could make a meaningful contribution. He added that they would look to constitute a Policy Panel with broader representation which could include the Sussex Community Foundation Trust (SCFT), Sussex Partner Foundation Trust (SPFT) and the Brighton & Sussex University Hospital (BSUH).

RESOLVED: That the Health and Wellbeing Board agreed to the following:

(1)      That the latest changes in the national policy landscape, including the NHS long term planning guidance that supports the NHS Long term Plan, and the awaited Green paper on Adult Social Care whilst addressing the local strategic case for change for integrated health

and social care services be noted;

(2)      That the progress that has been made so far with developing our joint services that positively impact upon the patient/service user experience be noted;

(3)      That it be approved that senior officers across a range of key partners to negotiate and influence within their constitutional remit the design of an appropriate Integrated Health and Social Care Partnership for Brighton and Hove, meeting the national design requirements for an

Integrated Care Partnership (ICP) within a broader Integrated Care System (ICS), and bring a proposal back to the HWB in summer 2019;

(4)      That a Policy Panel be established with one representative from each Group to be nominated by the Group Leader to review future purpose and membership of the Health and Wellbeing Board with options to be brought back for consideration in summer 2019; and

Note: Terms of Reference and membership of the Policy Panel will be brought to the March Board for approval.

(5)      That in this transition period to reaffirm the HWB’s ongoing accountability for its statutory responsibilities and remit to include:

(a)      The development and publication of the Joint Strategic Needs Assessment for our population.

(b)      Agreement of a medium term Health and Social Care Strategy (joint draft health and wellbeing strategy currently being consulted upon).

(c)      Working with the CCG to develop agreed health and social care budgets within the 4 -5 year financial planning horizons due in the Autumn to achieve appropriate alignment to deliver the Health and Social Care Strategy.

(d)      An annual high level review of health and social care performance against relevant and meaningful KPIs including patient feedback and customer experience to inform future

HWB strategic policy.

(e)      An annual review of strategic service delivery and commissioning priorities, governance and strategic management and delivery arrangements at city-wide and regional levels in order to inform adjustment to national and regional priorities.