Agenda item

This paper sets out the background, rationale, purpose, and scope for developing a Place-Based Partnership (PBP) in Bournemouth, Christchurch & Poole (BCP), drawing on local and national context.

Ultimately the paper aims to support the BCP Health & Wellbeing Board in considering the establishment and operation of a BCP Placed Based Partnership, clarifying its distinct role, governance, and relationship to existing structures.

The Corporate Director for Wellbeing presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'C' to these Minutes in the Minute Book.

The report set out the background, rationale, purpose, and scope for developing a Place-Based Partnership (PBP) in Bournemouth, Christchurch & Poole (BCP), drawing on local and national context.

Ultimately the paper aimed to support the BCP Health & Wellbeing Board (HWBB) in considering the establishment and operation of a BCP Placed Based Partnership, clarifying its distinct role, governance, and relationship to existing structures.

In summary:

• Consensus to date had been that the PBP should act as a non-statutory strategic delivery group for the Health & Wellbeing Board which was a statutory and formal committee
• This would allow for greater agility and flexibility to determine local form and function and respond to local priorities and needs
• The HWBB would continue as a statutory committee and would formally provide strategic direction and oversight to the PBP. Strategic oversight could also be provided by the ICB Cluster Board as necessary to ensure join up and direction of NHS resources at place 
• The PBP would act as an officer-led executive delivery group (similar to the previous ICS System Executive Group) for both the HWBB and the ICB Cluster Board, providing a collaborative space for senior executives to meet to plan, arrange and co-ordinate the delivery of key strategies and programmes that seek to transform and integrate services to improve the health & wellbeing of BCP residents.
• The partnership was where the work would be done to join together programmes and have honest and challenging conversations in a safe and respectful space.
• Initial programmes in scope include:
• BCP Health & Wellbeing Strategy
• BCP Neighbourhood Health Plan & Neighbourhood Health Programme and prevention
• Future Care Programme
• Better Care Fund and joint commissioning as appropriate
• Strategic commissioning intentions
• Place based engagement
• Focus on facts & data, insights (linked to BCP Continuous improvement programme)
• Building local knowledge
• Opportunities around asset review to deliver shared aims of partnership at place and neighbourhoods.
• The programmes in scope could be evolved and expanded over time to include other place-based programmes.
• The partnership could share and redistribute financial resources, on approval of the HWBB and the ICB Cluster Board, and act as forum for joint commissioning
• It was hoped that existing commissioning responsibilities could be delegated by the ICB to the PBP over time.

The Board discussed the report, including:

·       Members discussed the place-based partnership plans and noted that previous challenges and opportunities had been outlined.

·       The opportunity created by ICB clustering and wider partnership working across health, social care, and the voluntary sector was highlighted.

·       It was stressed that neighbourhood health should not be interpreted as narrowly as traditional health services, but as a partnership vehicle to drive local plans.

·       The Board was advised of increased clarity around system governance, with the partnership reporting to both the Health and Wellbeing Board and the ICB cluster board.

·       The need to avoid duplicating governance structures and ensure alignment with national policy and local priorities was raised.

·       The Board discussed gaps in representation on the Health and Wellbeing Board, particularly employer, skills, and education voices formerly present in integrated care partnership meetings.

·       The importance of reassurance for residents that local needs would drive service design despite ICB clustering at a broader geography was highlighted.

·       A Board Member queried how the partnership’s work and purpose would be communicated publicly and recognised the importance of co-production and lived experience.

·       There was a discussion regarding the relationship with the Health and Adult Social Care Overview and Scrutiny Committee, including its role in examining delivery, public participation, and effectiveness of commissioned services.

RESOLVED that the Health and Wellbeing Board:

·       That HWB discuss the proposals and give their views.

·       Subject to views of HWBB that the Wellbeing Directorate progresses in briefings with relevant members, and wider stakeholders and setting up the place based partnership.

• That a workshop session on Place Based Partnership working and neighbourhood plans is scheduled for DSG/CMB/Cabinet and the HWBB.

Voting: Nem. Con.