Agenda item

Update on the development of the Integrated Care Partnership Strategy and the role of the Health and Wellbeing Board

To update Members on the ICP Strategy and the role of the Board.


The Director of Public Health reported on the Integrated Care Partnership Strategy and the proposed approach. He explained that he was delighted that he had been given the opportunity to lead on this piece of work and. that he would be the senior responsible officer for developing the Integrated Care Partnership Strategy. 


The Board was advised that it provided a great opportunity for setting a level of ambition and expectation in the system as it changes and to identify the issues, outcomes and opportunities for integration in the system from a range of different sources that were important but equally asking what residents in our communities, feel was important and would like to make progress on.  The Director of Public Health explained the proposed change in behaviour in developing the strategy by having upfront conversations about what was important before developing the strategy for the system.


The Director of Public Health explained that the key element was to ensure that the message was right to emphasise that the strategy was developed in an open and inclusive way.  The Board was informed that it was proposed that there would be an interim strategy by the Autumn, which was a national requirement, and the rest of the system would then be asked to develop their strategies off the back of the partnership strategy in particular the NHS Integrated Care Board. The Director of Public Health highlighted that if good engagement processes were underway right from the start this should create a rolling programme of engagement.  He asked the Board the following key questions:


  • Do you agree with the 6-month timescale and approach?
  • Do you agree with the design principles for development of the strategy?
  • How does the ICP Strategy and Health and Wellbeing Strategies join up?
  • What are the 2-3 questions we need to ask communities?


The Director of Public Health explained that the strategy should complement the Health and Wellbeing Board strategies and that what was key for the Health and Wellbeing Board should be reflected in the Integrated Care Partnership Strategy. Therefore, it was about an opportunity to start conversations with communities and the key questions may then become more apparent as part of that process.  The Director of Public Health referred to the hierarchy/structure as set out in the national guidance with Health and Wellbeing Boards being asked to approve the Integrated Care Partnership Strategy.  He emphasised that there was a legal duty to have regard to what was said in the Integrated Care Partnership Strategy when developing the strategic plans of the integrated care system organisations which would include the new integrated care board who would be asked to deliver its five-year plan early in 2023. 


The Director of Public Health explained that it was a great opportunity to set the overarching framework and ambition for what we would like to see all of our organisations working on.  He reported that part of the process was understanding and identifying the areas that when working together can add the most value, make the most difference and be more specific and challenging. The Director of Public Health appealed to the Board to play a full role.  He also touched on the design principles, providing a common message for staff and public, co-designing with communities, the development process and timescale, an annual review and refresh and additional timelines which had recently been published.


The Director of Public Health reported that he would be providing regular updates to the Board and opportunities for engagement in the development of the strategy.


The Board discussed the process and commented on the suggested way forward in developing the strategy.  The Director of Public Health indicated that there were usually very prescriptive approaches and guidance, but the important issue was to look after the population sufficiently to avoid  outcomes for communities both on a national and local level. Therefore, the time taken to develop the strategy was to ensure that there was involvement which would create a more powerful case for change. 


Jess Gibbons, Chief Operations Officer BCP Council fully supported the community led approach whilst challenging if 6 months was enough time to genuinely do the engagement thoroughly.  She also referred to the use of data to reach into communities and hear from them on the impact of Covid in particular areas.  Councillor White emphasised the need to involve children and young people in the process.  The Chairman referred to the timeline and asked if the impact of Covid would affect the conversations undertaken with communities and how to broaden those discussions.  The Director of Public Health in responding to these issues highlighted that this was about establishing a behaviour around engagement and co-production which was regularly revisited because inevitably there would be a need for more effective connections with communities as discussions continued.  He also acknowledged that the conversation may need to start with Covid before a wider discussion can be undertaken. The Director Public Health also touched on the ways of engagement and with whom.


Councillor Kelly emphasised the need to use the right language and media to reach communities and the opportunity to use the relevant organisations such as the Community Action Network who have access to such relevant groups.  She also referred to the asset-based and strength-based way of working. 


Simon Watkins referred to a work stream that he was involved with on the ICS and asked who else was engaged.  The Board was advised of the extensive engagement network across the whole of the system involving all statutory partners and community and voluntary networks so there were representatives from all organisations.  Kirsty Hillier reported that one of the key elements was to pursue the idea of having over 100 conversations with different people from different areas across communities which would include young people, homeless, adults with learning disabilities, people from minority communities and reaching out through voluntary and community sector network partners to help with that approach. She explained that this would be ongoing to shape the strategy and enable the plan to adapt and change to the needs of communities.  The Board reported that these would take the form of interviews/in depth conversations with people on what it was like to be them and what can we do. 


RESOLVED that the report be received acknowledging that there would be a further update at the next meeting of the Board in June and a timetable of opportunities would be produced on how people can be involved once the process commences.