Agenda item

Author Dr Mike Gogarty, Interim Strategic Lead for Public Health, was in attendance for this item

1.    Dr Ghosh and Dr Gogarty introduced the report which provided members of the Board with a overview of the Kent County Council Integrated Care Strategy (ICS) Delivery Plan. The plan and priority actions were endorsed by the Health Reform and Public Health Cabinet Committee on 21st January, and approved by Cabinet on 30th January. The Kent Health and Wellbeing Board were asked to endorse the ICS Delivery Plan in its role as the delivery plan for Kent’s Joint Local Health and Wellbeing Strategy. Dr Gogarty advised that the Delivery Plan was one facet of the work needed to shift health and wellbeing. Concurrently, work was being done at the district level to develop district plans, supported by the Kent Association of Local Councils. Collaborative work was also underway with the NHS, particularly through the acute trust, to deliver health and wellbeing. Dr Gogarty thanked colleagues within Kent County Council for their hard work and enthusiasm despite conflicting priorities. The Plan captured ongoing work and also defined new priorities and actions for the next one to three years to improve the population's health. It was recognised that this work would need to be done against a challenging financial background, with many options being low or no cost. Credit was given to the Director of Public Health and Mr Watkins (Chair of the Kent Health and Wellbeing Board and Cabinet Member for Adults Social Care and Public Health) for their leadership.

2.    In response to comments and questions from Members of the Board, it was noted:

(a)  Members commented on the path-breaking approach for the Council in its  commitment to the level of detail in delivering the Integrated Care Strategy (ICS). Whilst recognising that there were initial questions about the substance of the ICS, the actions of the Council and other partners had brought real practical meaning to it, demonstrating its trackable delivery.

(b)  In response to the level of accountability that would be placed on individuals within the public health system, Dr Ghosh advised that multiple stakeholders, including KCC and NHS trusts in Kent, were involved and were keen to contribute. Direct conversations had also been held with the executives of NHS trusts who were eager to be involved. Dr Gogarty’s work over the next year involved working with NHS trusts and internally within KCC’s directorates to embed and hardwire the initiatives. KCC’s directorates were jointly accountable for the strategy, and work was underway to develop mechanisms for implementation, monitoring, and accountability. The collaborative approach aimed to capitalise on the momentum and intentions of all partners involved.

(c)  With regard to targets and how these would be measured and reported, Dr Ghosh confirmed that the Integrated Care Partnership (ICP) was ultimately accountable for delivery, along with the Health and Wellbeing Board. There was also a log frame that linked with the JSNA work, which contained a set of indicators developed to provide a sense of progress rather than performance management. The first two shared outcomes, childhood obesity and mental health and employment, would be reported at the integrated care partnership. The Strategic Oversight Group (SOG) would then review the indicators and make recommendations on areas to focus on. This approach aimed to ensure delivery was managed in practical sections of work, as opposed to trying to solve all problems at once.

(d)  In response to how the priorities would be communicated at a local level to ensure that the initiative could be contributed to effectively, Dr Ghosh advised that there were eight functioning health alliances out of twelve districts, with more expected soon. Each health alliance had developed local priorities, often involving children, mental health, and employment. Communication strategies were under development at both professional and public levels as whilst it was recognised that there were channels within KCC, more work was required to ensure effective communication with residents through parish councils, health alliances, and other local organisations.

3.    RESOLVED that the Health and Wellbeing board endorse the Kent County Council Integrated Care Strategy (KCC ICS) Delivery Plan in its role as the delivery plan for Kent’s Joint Local health and Wellbeing Strategy.