Agenda and minutes

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The Leader referred those present to agenda Item 1 as shown on the agenda in respect of filming at this meeting and asked that those present reviewed and noted the information contained therein.

There was no urgent business to consider.

There were no declarations of interest.

The Leader was aware in her role as Chair of  Health and Wellbeing Board, that organisations in Haringey and Islington have been working ever more closely together to address the health and care needs of the population. Service redesign, through integrated working, as this approach enables better provision of services in the future.

Health and care organisations in Haringey and Islington wanted to formalise this approach and were doing so by signing up to the attached Haringey and Islington Wellbeing Partnership Agreement (Appendix 1). At this stage, the agreement sets out the reasons for working collaboratively and the ways in which this may be done. It sets commitments to increased collaboration and timescales for achieving these milestones.

A formal commitment to the Partnership Agreement was needed from the respective borough’s decision making bodies and it was envisaged that any decisions arising from the Islington and Haringey Wellbeing Partnership Board, which is an informal body, would be taken back through the decision making structures of partner organisations.

RESOLVED

To agree that the London Borough of Haringey becomes a signatory of the Haringey and Islington Wellbeing Partnership Agreement which was attached as Appendix 1.

Reasons for the Decision:

The statutory Health and Wellbeing Boards in Haringey and Islington have been meeting in common for over 8 months and have agreed to meet as a single joint subcommittee from June 2017. The demographics, health and care needs of the people of the two boroughs are similar and benefits have been identified in tackling the challenges facing health and social care systems together. The Boards have also supported the development of a Partnership Agreement between partner health and care organisations in Islington and Haringey in order to better address service improvements.

The Partnership Agreement sets out the governance structure for health and care partners, working together, to deliver: better health and care services, to reduce inequalities and improve health and wellbeing outcomes for the people of Haringey and Islington. This agreement includes formal commitment to the Islington and Haringey Wellbeing Partnership Board which will be the forum through which system wide partnership working will be taken forward and will interact with a range health and social care groups to enable better delivery of services through closer working.

Community involvement is also a key factor of the governance structure and it includes a ‘community reference committee’ to ensure engagement, co-production and assurance of user involvement in service redesign. Local stakeholders are being supported to co- produce the stakeholder input to the Wellbeing Partnership governance arrangements.

A formal commitment to the Partnership Agreement is needed from the respective borough’s decision making bodies and it is envisaged that any decisions arising from the Islington and Haringey Wellbeing Partnership Board, which is an informal body, would be taken back through the decision making structures of partner organisations.

This governance structure could also enable partners, in future, to work together towards the full collaboration of an accountable care system. Such sharing should build the base for future delegation of  ...  view the full minutes text for item 14.

The Leader considered the attached report which set out the progress made in developing a Design Framework for Integrated Health & Care in Haringey that seeks to ensure all adults in Haringey are able to live Healthy, Long and Fulfilling Lives. This had been developed by working with Public Health, Haringey CCG, and other key stakeholders.

The report described a framework between Public Health prevention opportunities and health and social care services that will help address the demand and budget challenges faced by the system now and in the future.

The Design Framework, at this point, was meant to provide a strategic point of reference in continuing to develop and inform a model of integrated health and care for the future with key stakeholders and partners.

It was designed to ensure a clear and consistent process and ‘framework’ to align the transformation and development of health and care services, reducing the risk of fragmentation and missed opportunities to use limited resources more effectively.

It also underpinned locally the work to develop the Haringey and Islington Wellbeing Partnership agreement, which provides the opportunity to shape and integrate services across a wider footprint.

The Assistant Director for social care put forward the representations of the Learning Disability Sub Group of the Adult Social Care Programme Oversight Group, strongly supported by the Dementia Sub – Group which expressed full support for the position which the Learning Disability Sub Group had taken.

The representation started by commenting on the timing of this report and whether there had been allowed enough time for meaningful consultation on the report, continuing with objection to the content of the proposals and the manner in which they felt they were being imposed.

Responding to the timing of proposals, the Assistant Director advised that that the council and partners had been working with stakeholders over 12 months and building on previous consultation on the Better Care Fund and Corporate Plan developments. The report, which was not a key decision, had been put forward to May in order to accompany the Health and Wellbeing Partnership agreement which was already on the Forward Plan for agreement as  a key decision in May.

The Assistant Director provided assurance that the approach outlined was not designed to be a single way of approaching transformation or service development, but a valuable point of reference to progress work and thinking.  It was not an end point but provided a strategic point of reference for working with partners to make best use of resources to improve outcomes.

The Assistant Director also highlighted that co-production and engagement with stakeholders was not a one off activity but part of an on- going conversation. The council and partners with stakeholders were committed to developing and improving this approach as part of the next step proposals.

The groups expressed concern about the applicability of the prevention pyramid to those whose conditions were not known by anyone to be preventable and in particular the future priority which will be given to services for  ...  view the full minutes text for item 15.

As per item 2

None