Issue - meetings

Including Summary report on GOV.UK Circular Issued on 1 February 2024 relating to JHWBB/ICB relationship and influence on Joint Outcomes Framework Planning.

(PAPERS ATTACHED)

Mark Tickner, Senior Public Health Strategist, Public Health Department. London Borough of Enfield.

RECEIVED the slide presentation, introduced by Dudu Sher-Arami, Director of Public Health, providing a useful update on key responsibilities of the Health and Wellbeing Board and how it relates to the ICS and population health and integrated care strategy.

1.  Legislation in 2012 brought in health and wellbeing boards and identified their key responsibilities: to produce a joint strategic needs assessment, to produce a pharmaceutical needs assessment, and to produce a joint local health and wellbeing strategy.

2.  The joint local health and wellbeing strategy (JLHWS) was a local borough strategy identifying priorities for the health and wellbeing of Enfield residents.

3.  ICSs must produce integrated care strategies: ours covered North Central London (NCL). These complemented each of the health and wellbeing strategies.

4.  The purpose of population health and integrated care strategies was to identify the needs that could be addressed better at ICS level.

5.  New government guidance was published in February 2024 relating to the preparation of integrated care strategies.

6.  The integrated care strategy should reflect and complement, not supersede, any other place-based (borough) plans and strategies.

7.  The 5-year joint forward plan was under the governance of the ICB but was co-produced with local authorities, partner Trusts and stakeholders.

IN RESPONSE

8.  In response to the Chair’s queries on the complexity of the structure, and accessibility of strategies to the public, it was advised that the Joint Strategic Needs Assessment (JSNA) was a public document and the JLHWS would be published once approved. The JLHWS was written to be easy to use and to enable accessibility to the public. The JSNA website contained a lot of information and was accessible to the public. Feedback was sought on the JSNA and partners were encouraged to collect feedback and for this to be brought into the document. There was synergy between these strategies and population health and they were purposely aligned across the life course approach. The core offer for NCL set out the five year programme of change to bring all five boroughs up to the core offer.

The Chair highlighted the importance of reviewing governance structures and reducing duplication and making the structure simpler, and that this should be an action for Health and Wellbeing Board.

ACTION: Dudu Sher Arami / Peppa Aubyn

9.  Pamela Burke raised that the Carers Partnership Board did not appear on the slides. The Director of Public Heath confirmed that groups needed to be added in. It was raised also that on the Borough Partnership Board there was no-one yet appointed with responsibility of Carers Lead and this appointment was crucial. In response, the NCL community engagement alliance was highlighted, and the current scoping of how members were elected onto the Borough Partnership Board.