To consider any requests received in accordance with Part 4, Section B, Paragraph 29 of the Council’s Constitution.
Minutes:
The Board considered three questions from Rod Wells relating to the West and North London Integrated Care Board (ICB) strategy and local involvement in its development.
The HWB were asked what "shared delivery" was most important to the HWB. Had the HWB been given enough information to comment on this, for example how much input has Haringey council given in setting up the Hornsey Neighborhood centre?
Officers noted that this was not the end of the process; the West and North London Integrated Care Board Strategy team have met with DPHs, who have also been invited to workshops. There had been a call for evidence, with opportunity to comment, and a wealth of responses, including Haringey. Teams would continue to do further engagement on what it meant locally, and this HWBB conversation is part of that.
The Board welcomed the selection of Hornsey Neighbourhood Health Centre for initial investment under the national neighbourhood health centre programme. It was reported that local partners had contributed to planning improvements intended to support more integrated working. The Board noted that it had not been closely involved in the original selection process and supported consideration of further investment in sites in east and central Haringey.
Members asked about progress on plans for Hornsey, the potential for similar provision elsewhere in the borough, the timetable and funding, and how residents had been involved. Lordship Lane Health Centre was identified as a possible focus in the east. Funding remained uncertain and would depend on bids. Further local engagement was expected as the work developed.
Given the lack of representation by councillors in the ICB (e.g. 3 councillors from 13 Boroughs on ICB Board) how confident was the HWB that their representation of Haringey's patients' health interests carries the appropriate wight in the ICBs decision making?
The ICB had gone through a significant change process with a reduction in staff and a merger between North Central London and Northwest London ICBs. This had inevitably meant a change in how the ICB functions. In addition, National policy (e.g. the NHS 10 Year Plan and Neighborhood Health agenda) was pushing ICBs to change their role to that of a strategic commissioner. In practice, this moved the focus away from day-to-day contract management and service design at a local level, towards a greater emphasis on setting long-term priorities and shaping outcomes for residents. Part of the ambition was to create opportunities to devolve decision-making to place and neighborhood level, with a shift to prioritising prevention. The newly merged ICB remained a key part of the Health and Wellbeing Board, with an identified ICB director now being a key member of the board.
This remained a transitional phase and the board need to keep in mind 2 areas,
This would be an evolving picture, and we await potential national guidance on the role of Health and Wellbeing Boards. In the meantime, officers welcomed the ICB’s work to produce a 10 year strategy, based on population health need and involve Health and Wellbeing Boards in the conversation. This was backed up by the W&NL Integrated Health Needs Assessment, which underpins the strategy and provides data on the population. This highlighted East Haringey as an area of high need. They also welcomed the additional investment in Haringey by the ICB to support development of our integrated neighbourhood teams which would be discussed later on the agenda. In the longer term the ICB had confirmed a Strategy and Investment Plan, moving £120m recurrently into core and enhanced care, integrated neighbourhood teams, and infrastructure for integration and population health, which is aligned to our ambitions in Haringey.
800 plus engagement events were reported, Could the ICB list the other kind of engagement events that took place and when?
The 800+ engagement events referenced were not 800 strategy-specific workshops. They encompassed a wide range of existing engagement activity undertaken across legacy NWL and NCL footprints over a two-year period, including community events, faith-based engagement, support groups, forums, consultations, health campaigns, PPG meetings, carers events and outreach sessions. The insight summary for the strategy brings together the themes from these wide-ranging activities and highlights challenges with the current system and priorities for change.