Agenda item

To receive an update on the ICA Work Programme.

Clare O’Farrell, Deputy Chief Operating Officer at Royal United Hospitals Bath (RUH), gave an update on the Wiltshire Integrated Care Alliance (ICA) Work Programme. The update focussed on 2 key workstreams, namely: Neighbourhood Collaboratives, and Connecting with Our Communities. It was noted that these would both be refreshed to ensure that they aligned with the ICS, its implementation plan, and the JLHWS upon their publications. The following matters were then covered:

Neighbourhood Collaboratives:

·       The model of the workstream including its vision, purpose and membership, was briefly discussed and it was emphasised that there was a focus on using as little medical jargon as possible to increase engagement and understanding.

·       It was explained that the aim of the collaboratives was to help deliver the work of the ICA and other strategies to bring positive change, in order to develop and build vibrant neighbourhoods through strong engagement.

·       The features of a Neighbourhood Collaborative were then discussed, with emphasis placed on the importance of creating an inclusive and data driven approach that listened and responded to local and diverse voices and ensured continuity across services.

·       An update on the March 2023 steering group meeting was given, and it was highlighted that the group allowed for good and productive conversations.

·       It was noted that the ICA were striving to initiate conversations, and where possible, creating collaboratives across Wiltshire by the end of 2023, using existing sites/teams’ feedback to outline a more general approach that could be applied across the County.

·       Progress against the objectives was shown, with 3 highlighted for improvement/actions needed. It was highlighted that the ICA were at a point in which communications and an engagement plan could be started to help residents understand the strategies and see examples of existing collaboratives.

Connecting with Our Communities (CWOC)

·       The purpose of the CWOC group was outlined, namely, developing a ‘helicopter view’ of a good, strong approach and framework for supporting ICA staff in engagement with local communities and determining implementation details.

·       It was emphasised that the groups were not about starting afresh, but rather a more asset-based approach, listening and learning to local voices and building on what already exists.

·       It was noted that a large-scale workshop had been undertaken alongside a membership refresh, and the challenge of ensuring the right partners were included was highlighted.

·       A progress overview was given and the Engagement Advice Framework, colloquially called the ‘Otter’s Den’, was discussed and it was noted that it was a challenging forum that provided constructive feedback and support.

·       The next steps of the group were then outlined, and it was explained that it was a parallel programme of work that would underpin the collaborative programme of work, and was a place where partners could go to further understand any specifics and provide feedback where appropriate.

During the discussion, points included:

·       Members highlighted the importance of the group in improving residents’ quality of life, and it was noted that it would be the right place to discuss piloting different ideas and how to engage with different cohorts of people.

·       It was explained that the ICA were aiming to keep each group focussed on 1-2 areas of work from inception to review, to glean actions and lessons for future projects to create a more sustainable model that would introduce small changes at a local neighbourhood level to then feed into the overarching ICS and JLHWS.

·       Questions around resource allocation and capacity were asked, with Members noting that the current system relied on members of staff going above and beyond their duties to deliver and fulfil the purpose of the CWOC groups and strategies in general.

·       It was explained that the ICA were keeping the groups relatively closed to allow them the space to establish themselves, grow, evolve, and demonstrate their worth before being fully rolled out across the County, as it was a new and different way of working.

·       It was emphasised that as the ICS was working to a 5-year vision, major changes were not to be expected immediately as it was an incremental process of reviewing, change and growth.

·       It was noted that conversations were being had with the ICP to consider if further pressure was needed to be applied to budget holders with regard to future funding.

·       It was suggested that the Defence Primary Healthcare be involved in any conversations/groups due to the different challenges and logistical details inherent within the community they support.

·       The importance of including broad and diverse voices and ensuring the groups were as inclusive as possible was emphasised.

·       Further importance was given on the need to focus on prevention and intervention with local communities.

Decision – The Wiltshire Health and Wellbeing Board accepted the following recommended proposal:

i)               The Board noted the update provided.