They developed the WY ATR training collaborative to ensure a workforce that is therapeutic, skilled, confident, trauma informed and responsive, where every interaction matters. In these cases, we would expect ICP plans to build on that by facilitating opportunities to deliver more integration at place and system and share innovation and expertise in how to deliver integrated approaches in the context of local circumstances. Local Healthwatch organisations have an existing statutory presence in places, bringing together views of local residents to inform decision making at, for example, HWBs and scrutiny committees. (b) for subsections (1) and (2) substitute getting the best from collective resources so people get care as quickly as possible. The ICP will have a key leadership role to play in setting the tone and culture for each system. Together we share responsibility for resources, setting objectives and care standards, and improving the health of the 3.1 million people in our region. The 2 structures working across the system geography the ICB and ICP have complementary but distinct responsibilities which should be drawn out. Further guidance on the duty to co-operate will be issued at a later date to support ICPs and the wider system in meeting this expectation. This document summarises the trilateral engagement undertaken by DHSC, NHSE and LGA following the publication of ICP engagement document: integrated care system (ICS) implementation in September 2021 by the Department of Health and Social Care (DHSC), NHS England (NHSE) and the Local Government Association (LGA). This document builds on NHS England and NHS Improvements (NHSEI) ICS design framework to provide more detail on the role of ICPs, the statutory framework, guiding expectations and the timing of implementation. This will include a dedicated national network for ICP Chairs, delivered in partnership with the LGA. (5) An integrated care partnership may include in a strategy under this section a statement of its views on how arrangements for the provision of health-related services in its area could be more closely integrated with arrangements for the provision of health services and social care services in that area. We want to make ICSs as strong and effective as possible in every part of England, through partnership working and with the ambition to tackle health inequalities, help communities thrive and achieve the very best for everyone. Within the Integrated Care System, the Integrated Care Partnership (ICP) plays a key role to promote the close collaboration of the health and care systems across Norfolk and Waveney - by bringing together health and social care providers, local government, the voluntary, community and social enterprise (VCSE) sector, and other partners. (a) assessed needs, in relation to the area of an integrated care partnership, means the needs assessed under section 116 in relation to the areas of the responsible local authorities so far as those needs relate to the integrated care partnerships area; Our priorities. The thematic case studies demonstrate the potential of ICPs to develop and drive forward partnership approaches in their areas. Our team of leaders are a mix of health and social care professionals, and bring a range of skills and experience from all over Greater Manchester. This service admits patients 24/7 a day, 365 days a year. Areas with a small well-defined geography or where the existing non-statutory ICS is already fulfilling much of the future role of the ICP tended to have more developed thinking on ICPs, but this was not yet the case everywhere. You can find out more on the partnership's website. ICPs provide an opportunity to look beyond traditional organisational boundaries by sharing learning and insights. (2) In section 104 (interpretation: partner authorities), in subsection (2), for paragraph (ja) substitute (ja) an integrated care board;. Directors of public health (DPHs) have sought greater clarity on their role in ICPs and across the ICS as a whole. This support was accompanied by significant discussion about how they could be embedded in practice, and what some of the challenges might be. We will also be considering the potential for formal, statutory guidance to inform the development of ICP strategies going forward. ICPs will be a dynamic element within every system, building on the assets that already exist in the community and wider system, and adapting as populations and priorities change, and relationships develop over time. 116ZB Integrated care strategies Following the publication of the Integrated Care Partnership (ICP) engagement document: integrated care system (ICS) implementation in September 2021, DHSC, LGA and NHSE engaged with a range of stakeholders (see list at Annex A) between September 2021 and January 2022 on ICP implementation. We invite systems to consider these 10 principles: The Health and Care Bill was presented before Parliament on 6 July 2021 and contains the following provisions on ICPs (note: all provisions in the Bill are still subject to Parliamentary approval. We expect each ICP to set out how it has involved, engaged and listened to local people and explain how it has acted in response to these views. ICPs are required: to be established in every system to have a minimum membership required in law (the integrated care board and local authorities) to produce an integrated care strategy for their area. For example, if existing strategies set out a vision for improving population health and wellbeing outcomes, through integrated services and commissioning plans, this might be considered sufficient. People who work in health and care are strongly motivated to make a difference to individual patients or clients, and population health. (2) In preparing a strategy under this section, an integrated care partnership must, in particular, consider the extent to which the needs could be met more effectively by the making of arrangements under section 75 of the National Health Service Act 2006 (rather than in any other way). In addition to Local Government and the NHS, the North East and North Cumbria ICP will bring together a range of . The ICP is responsible for producing an integrated care strategy on how to meet the health and wellbeing needs of the population in the ICS area. To create the dynamic relationship and collaborative leaderships between ICBs and ICPs that will be critical to the success of ICSs as a whole, and already exists in some areas, we expect: We expect ICPs to be strongly connected to the places within their ICS area through co-production with their communities, strong citizen engagement and strategies informed by data and evidence. We expect that the CQC ICS reviews will assess the functioning of the system for the provision of relevant healthcare and adult social care, and we expect that they will look at the relationship between the ICB, and ICP. We are clear that the ICB can only exercise its statutory responsibility if it is taking full account of the integrated care strategy. Everyone needs different services as they grow up, get on and grow older. The discussion around NHSEIs publication considered how best to embed 2 key aspects of integration across the NHS and with the wider system (between the NHS, local government and other partners). Coventry City Council and Warwickshire County Council are key partners in supporting the development of the ICS arrangements for Coventry and Warwickshire. The ICP is expected to highlight where coordination is needed on health and care issues and challenge partners to deliver the action required. Cox Lane Surgery is currently open. Local health, care and housing systems often fail to come together to provide appropriate homes, care and support at the right time, to prevent a return to homelessness following a hospital visit, and further health crises. We hope that this document will prove to be of use as designate ICB leaders; local authorities and system partners navigate this important development in the health and care landscape. A health and wellbeing board must provide advice, assistance, or other support in order to encourage partnership arrangements such as the developing of agreements to pool budgets or make lead commissioning arrangements under section 75 of the NHS Act. Each of these has their own Place Partnership Board which will bring together local organisations. These providers include hospitals, community services, mental health services and GPs, as well as social care. This plan focusses on improving health and supporting people to be well and independent; ensuring children have the best start in life; access to quality, connected services in the community and to timely hospital services. For example, looking at the integration of childrens health and public health services; or building an integrated workforce strategy that looks across a system footprint and links in with place-based workforce planning; or considering how the system as a whole can support wider socio-economic development and the relationship between work and health. They are helping to change the way care is delivered. This is why we recognise that in some areas there may be an interim ICP in April 2022, but we would expect local authorities and existing ICS leaders, to be discussing with key partners and exploring options for how they want their ICPs to work, to enable swift progress once legislative provisions come into place. ICPs will be in a unique position to identify opportunities for wider partnerships to strengthen our collective approach to improving longer-term health and wellbeing outcomes. The Bill sets out more detail on ICBs than on ICPs because in addition to new functions and responsibilities set out in legislation and in NHSEI policy, statutory functions similar to those currently exercised by CCGs are expected to be conferred on ICBs, which means that legislation needs to define key areas of their governance function. As part of this they have endorsed the creation of 2 place-based partnerships referred to as the Coventry Care Collaborative and Warwickshire Care Collaborative. Following several years of locally led development, recommendations of NHS England and passage of the Health and Care Act (2022), 42 ICSs were established across England on a statutory basis on 1 July 2022. There are several models already being developed as ICSs have evolved and there is a real opportunity for different systems to learn from one another as ICSs develop. The ICP will need to ensure that when determining their arrangements, they are mindful of the level of resource and capacity available to the local Healthwatch organisations, and VCSE partners to contribute effectively to the work of the ICP. help the NHS support broader social and economic development. They should not seek to overrule or replace existing place-based plans. Health and wellbeing boards have a duty to promote integration between commissioners of NHS, public health, and social care services for the advancement of the health and wellbeing of the local population. Our conversations captured the diversity of ICS progress and opinion across England. However, this membership should be managed appropriately to ensure that the operations of the ICP remain efficient and effective. The second component is a statutory body, the integrated care board, or ICB: the ICB will be responsible for the commissioning of healthcare services in that ICS area, bringing the NHS together locally to improve population health and care. It is DHSCs view that ICPs will play an important role in bringing together housing, transport, care providers and other system partners to realise the ambition of the white paper on delivering person-centred care and support. This section also commits to further actions to support ICP development and implementation. The strategy may also state how health-related services (defined as services that may influence the health of individuals but are not health services or social care services) could be more closely integrated. (c) in subsections (6) and (7), for clinical commissioning group, in each place it occurs, substitute integrated care board; This paper seeks to inform and shape conversations taking place across England, aiding local areas to find the arrangements that suit their populations and circumstances, rather than imposing a one-size-fits-all model from above. The partnership must include members appointed by the integrated care board and each relevant local authority. KT17 4BL Map, Stoneleigh Medical Centre24 The Broadway This approach to joint working will develop proactive and preventative approaches that turn the dial on population health; health inequalities and improve peoples overall experience of care and support. We use this information to improve our site. For more information, please call 01473 835477, email hello@suffolkfamilycarers.org or visit www.suffolkfamilycarers.org. They should support place-based partnerships and coalitions with community partners which are well-situated to act on the wider determinants of health in local areas. NHSE regional teams and the LGA Care and Health Improvement Advisers and Principal Advisers work closely with NHS and local government partners at system and place footprints and are well placed to understand specific support needs and opportunities and signpost to appropriate regional and national support. It is a forum for wider system partners to agree shared objectives, work on joint challenges, and support places and organisations that comprise the system in the interests of communities. The legislation has been framed in a deliberately permissive way, and this is particularly true for ICPs. offer further detail on what we see as the role of, and opportunities for, provide further explanation around the statutory framework for, set out the guiding expectations we have for, give stakeholders more clarity on timings for establishment of, local residents, including people who rely on care and support, and unpaid carers, adult social care providers and associations, health service providers, including the NHS and private providers, the voluntary and community enterprise sector (, helping people live more independent, healthier lives for longer, taking a holistic view of peoples interactions with services across the system and the different pathways within it, addressing inequalities in health and wellbeing outcomes, experiences and access to health services, improving the wider social determinants that drive these inequalities, including employment, housing, education environment, and reducing offending, improving the life chances and health outcomes of babies, children and young people, improving peoples overall wellbeing and preventing ill-health, build on existing governance structures such as health and wellbeing boards (, drive and enhance integrated approaches and collaborative behaviours at every level of the system, where these can improve planning, outcomes and service delivery, foster, structure and promote an ethos of partnership and co-production, working in partnership with communities and organisations within them, address health challenges that the health and care system cannot address alone, especially those that require a longer timeframe to deliver, such as tackling health inequalities and the underlying social determinants that drive poor health outcomes, including employment, reducing offending, climate change and housing, continue working with multiagency partners to safeguard peoples rights and ensure people are free from abuse or neglect and not deprived of their liberty or subject to compulsory detainment or treatment without safeguards, develop strategies that are focused on addressing the needs and preferences of the population including specific cohorts (such as babies, children and young people; or ageing populations), partners responsible for delivering the priorities of the, leadership and accountability are important in the relationship between, input from directors of public health, through arrangements agreed by local authorities in the, input from representatives of adult and childrens social services for example by at least one director of adult social services or director of childrens services agreed by the local authorities in the, relevant representation from other local experts, through, appropriate representation from any providers of health, care and related services, a representative from Healthwatch to bring senior level expertise in how to do engagement and to provide scrutiny, integrated provision so that people receive seamless care across health, social care, housing, education and other public services (including those delivered by independent providers), and between different NHS providers, integrated records for example using shared electronic care records for non-clinical and back-office functions as well as NHS services, integrated strategic plans for example, bringing NHS and public health experts together to make a joint plan for improving health outcomes in their area. . ICSs should also draw on the expertise of Healthwatch to engage harder to reach communities and collaborating with voluntary and community sector. Working collaboratively has resulted in the 2 systems (IPHP and VRU) coming together and forming the Adversity Trauma Resilience (ATR) Programme. We intend that this will, contain guidance on how the ICP can best consider the assessed needs of children and young people, including their health and wellbeing outcomes. On the question of inclusive leadership, there was keen interest in who would be appointed to chair the ICP, which will be a decision for the ICP founding organisations (one from each local authorities and one from the ICB). The strategy will also need to take account of existing JSNAs produced by HWBs in their places. This might be achieved through more clinical integration, integrated commissioning or more budget pooling, all facilitated by joined up working. (a) the mandate published by the Secretary of State under section 13A of the National Health Service Act 2006, and this group will be a core component of our collective effort to reduce health inequalities and take a population health improvement approach to strategy development. We aim to: This document is not a one-size-fits-all guide of how to set up and run ICPs, nor do we intend to provide that. The strategy must detail how the assessed needs of an area will be met by either the integrated care board, NHS England, or the local authorities. Surrey During our next engagement exercise, between April to June 2022, we will be using the opportunity to further engage around what will be the responsibilities of the ICP. Representation within the ICP was frequently raised in our engagement. Utilising the forum that the ICP creates to enhance the social, economic and environmental conditions within systems and communities will be fundamental to improving health and wellbeing for all. We will work with systems and places to identify good practice in ICP development from which other areas can learn, and we welcome further engagement from stakeholders on models that are working well for their geography or sector. Our Integrated Care System and Partnerships We are part of the North East and North Cumbria Integrated Care System, or ICS - a regional partnership of the NHS, councils and others. This case study describes how more than 12,000 people were added to the shielding list during the COVID-19 pandemic using population health management techniques in Norfolk and Waveney.

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