Agenda item

To discuss how the Health and Wellbeing Board may link into the ICS Integrated Care Board and local place based Northumberland System Board.  Presentation by Mark Adams, Accountable Officer, Northumberland/North Tyneside/North Cumbria/Newcastle/Gateshead CCG. 

Members received a presentation and discussed how the Health and Wellbeing Board may link into the ICS Integrated Care Board and local place based Northumberland System Board.  Presentation by Mark Adams, Accountable Officer, Northumberland/North Tyneside/North Cumbria/Newcastle/Gateshead CCG. 

Key points from the presentation included:-

·            A very large Integrated Care System (ICS) was being developed in the area and was expected to come into being in April 2022. It was expected that an Integrated Care Board (ICB) which was a statutory NHS Board would be created along with an Integrated Care Partnership.  The ICS would cover North Cumbria, Northumberland and down to Middlesbrough and the Tees Valley.  Sir Liam Donaldson had been appointed designate Chair of the ICS.  The development of the ICS was now being moved forward quite rapidly.

·            Discussions were taking place with Local Authorities’ Leaders and Executives along with local and regional scrutiny meetings and joint Management Executive Meetings to develop proposals on the ICS governance and operating model.

·            One of the key tasks of the new ICS was to take on board the commissioning functions and responsibilities of the existing CCGs. 

·            The current CCG Commissioning spend across the whole ICS area was approximately £5.33 billion.  Details of how this money was spent was displayed.

·            A lot of consideration was being given to how to structure the ICS’ ways of working.  In general, the ICS would be involved in strategic directions of travel, the strategic priorities and also areas which it was believed would work best across that large footprint.

·            It was planned to devolve down to a place based level including monitoring the quality of local health and care services, continuing primary care commissioning and working with community and local government partners.

·            Participation would continue in Health and Wellbeing Boards and continue to commission local services as close as possible to local communities.  It was planned to continue to build on local strengths to continue to serve the public and patients.

·            Development Timeline – the transition to the ICS was taking place October 2021-April 2022, which would be followed by a period of stabilisation between April 2022-June 2022 and then it would begin to evolve from June 2022 onwards.

·            Details of the core elements of ICB governance arrangements and the proposed membership were shown.

·            The ICB was a unitary Board with responsibility for achieving

·            Improving outcomes in population health and healthcare

·            Tackling inequalities in outcomes, experience and access

·            Enhancing productivity and value for money

·            Supporting boarder social and economic development.

·            Integrated Care Partnership

·            Ethos – to have key role in setting tone and culture of system.  Operating a collective model of accountability, including to local residents

·            Requirements – system partners to determine how the ICP would operate, agree leadership arrangements and functions over and above its statutory responsibilities.  Develop an integrated care strategy for the area.

·            Membership – to include all Local Authorities and representatives to draw on a wide range of partners working to improve health and care in the community and include views of patients and the social care sector.

·            Arrangements to establish the Integrated Care Partnership Board – including appointment of chair designated, agreement of terms of reference, membership, ways of operating.  Also, to develop formal agreement to engage and embed the VCSE and plan to develop the Integrated Care Strategy.

·            The draft constitution had been developed and was awaiting approval.

·            The Chief Executive designate had been appointed and would take up post in January 2022.

The following comments were made:-

·            The guidance indicated one ICP for each ICS.  The need or desire for sub meetings was still to be determined.

·            More planning about what the local place based system board would look like would probably take place from June 2022 onwards.  However, it would be possible to have discussion locally before then within the Systems Transformation Board.   Other areas in the ICS were already having these discussions.  From next year it would be known what the ask was and so the response could then be formed.

·            This needed to be developed in parallel with what the Health & Wellbeing Board required it to be for the people of Northumberland and should not occur in isolation.  Consideration of the structure needed to always be brought back to Northumberland and how everything worked together in Northumberland.

·            There was a lot of work going on behind the scenes and there was a heavy reliance on the work of staff and trying not to lose momentum while this new organisation came into being.  It was noted that on 1 April 2022, the CCG staff would still be there and predominantly doing the same work as they were now.  Priorities would be driven from place upwards rather than from the organisation downwards.

Members welcomed the report and requested that regular updates be provided to the Board.

The Chair thanked Mr. Adams for his presentation.

RESOLVED that

(1)     the presentation be received.

(2)     further updates be provided.