Agenda item

Jo Baty presented this item to the committee. This was a collaborative piece of work with the ICB. This was a strategic initiative designed to support local systems in achieving the integration of health and social care services. There would be a draft policy framework available in mid-December.

Cllr Das Neves was pleased that officers had bought the Better Care Fund to the committee. She recognised the challenges and pressures both on the local authority side and the NHS. She noted she looked for more stability and confirmation of where the borough was going to be financially going forward. She also noted there had to be a relentless focus on what was most critical.

The following was noted in response to questions from the committee:

·         It was flagged that as the policy framework drafts were completed, members would like this bought back to the committee.

·         The funding envelope was shrinking, officers were working with an organisation called Red Quadrant who were helping the team establish a target operating model. Officers wanted the Red Quadrant to work with the service at pace.

·         The localities model needed a lot more work because the mental health team was bought back in House last year, that was also at its early stages of development.

·         It was noted that work needed to be done differently with commissioning in Haringey. The team were looking at securing an investor to save investment on growing the capacity of a small team for a large borough with complex issues.

·         Members thought it was positive that there had been a discussion about private providers and children's services.  It was noted that these discussions weren’t taking place in adult social care.

·         Neighborhood work was imperative, but it required careful planning. The team were joining together with colleagues in the NHS and the voluntary community sector. The team were already working in partnership with Disability Action Haringey, who had employed independent living workers to help focus on giving residents more choice and control.  In the transformation as a Council the team were also looking to integrate with housing.

·         Collaborative work was key and it was also important for residents to understand the parameters of each workforce.

·         In the new year the team would begin to review of all of areas of the service. They were waiting for the CQC inspection outcome and associated action plan.

·         Assurances were given that the experience around local processes would still remain, patient discharge was a local discussion that would be preserved. This would not change following the merger.

·         The committee would bring back the discussions about the merger to a future meeting. 

·         Whittington Health were keen to be involved in the neighbourhood work and in the forming of the strategy around neighbourhoods.

·         There was both primary and secondary prevention, secondary prevention was about making sure people received the reinforcement they needed in a timely way.

·         The funding had been allocated according to how it was last year, this was not on a locality base. The locality model currently in phase one was a local authority model and the Better Care Fund was not about the local authority. Next year would be a transition year to start planning and look whether the health and well-being board would want to utilize the fund more on a locality base or a neighborhood base.

·         It would be important to encourage a wider group of people to understand the issues the service was dealing with and receive intelligence back from those people.

RESOLVED

For the board to receive an update and approve allocations for 24/25.