Rachel Millson, Senior Strategic Planning and Development Manager provided an update on the Health and Care Plan, advising that the aim of the update is to pull out some key points around how the design was approached, as it has been done differently; and key points in terms of some of the development areas.
In summary, the Board was advised that the Health and Care Plan outlines how the Kirklees Health and Care Partnership, will collectively make changes over the next five years to deliver on the Connected Care and Support priority within the KHWS.
A different approach was taken in the development of the plan this year, as the aim was to make sure it was a systems plan that was representative of all of the partners within the health and Care Partnership.
- A system planning group leads on the development of the Health and Care Plan, with a nominated lead from the different partner organisations that sit on the Health and Care Partnership
- A principal was adopted early on to build on what was already in place rather than start with a blank sheet of paper
- Work was undertaken with the program and transformational leads from across the system to understand what they were doing and what their next steps would be, and use that as the starting point for the development of the plan
- An iterative approach was taken to the process, in terms of developing something and then checking back with people, and then developing it and refining it going along and continuing to work with those nominated leads and with the transformation leads, linking into the work that is been undertaken across West Yorkshire in terms of the development of their Integrated Care Strategy and the Joint Forward Plan
- The principle taken, is that it is a live plan and although it has been signed off, the work does not stop, it continues, it is updated and refreshed annually
- At the end of the process when it was signed off, there was a reflective session to understand if there were things that could have been improved and to make sure everybody was involved that needed to be
The Board was informed that a number of different groups and committees have had the opportunity to comment as it was being developed. It was finally signed off by the Integrated Care Board (ICB) Committee on the 10th of May, and these are the priorities that are within it.
System wide strategic themes/programmes – starting well, living well, aging well
Priority actions – improving access to health care, holistic approach to out of hospital care, crisis response and workforce.
The Board
was informed that within the plan, the first two years are very
detailed in terms of the changes to be made and the last three
years are more outcomes based and aspirational. Another key point to note, is that the I
statements have been integral to the development of the plan.
Mark Hindmarsh and Matt Whittaker, Kirklees health and Care
Partnership, provided further detail on the priority
programs. The Board was informed that
the priorities link directly back to the Health and Wellbeing
Strategy, working closely with colleagues in public health and
using that as the basis for making some choices about where the
focus and priorities should be.
The issues in the areas of focus have been deliberately chosen because they are whole system issues, these are issues that impact on all partners in different ways, and are recognised on a need to work on together in order to make a collective difference to them. There is a strong legacy of working together in Kirklees, and this is about strengthening and building on what is already in place across the Kirklees partnership.
The
Health and Wellbeing Strategy and underpinning Health and Care Plan
talks to this life course approach to the delivery of health and
care. A piece of work was started at
the beginning of the year to map out current delivery structures to
see if we are geared up to deliver on this live course
approach. There is an aging well
program that has been established for the last couple of years,
however, there has not been a fully integrated partnership way of
delivering a fit within the starting well and living well
remit.
The underpinning ethos of every ‘well’ program, is that
of end to end care and that of systems thinking with regards to how
to have conversations around opportunities and or issues, ensuring
nothing will be handled in isolation of the rest of the
system. The intention with these
different well programs is a platform that has got the breadth of
providers and partners around the table considering the entirety of
pathways.
Within that, there is also a need to focus on the prevention side
and early intervention side of things, whilst recognising, there is
space for the more complicated cases and ensuring that a seamless
transfer of care is embedded within the different well
programs.
The single most
important factor to all this, is working together as a partnership
and aligning priorities, recognising the challenges, and
opportunities and taking action on them.
RESOLVED:
That:
the Board notes the update and the outstanding areas which are still in development
Rachel Millson, Mark Hindmarsh, and Matt Whittaker be thanked for providing an update on the Health and Care Plan