Agenda item

The Chief Executive of the LNR and the Chief Medical Officer will provide the Board with an update of the current position.

The Chief Medical Officer from the Integrated Care Board (ICB) gave the board a verbal update on national changes to NHS England and the resulting reduction in running costs for Integrated Care Boards. The following was noted:

·       There had been significant change over recent months, including revised timelines and the need to implement running cost reductions, supported by redundancy resources.

·       Integrated Care Boards had clustered, bringing boards and leadership teams together, while resources and finances remained separate and were allocated based on population.

·       The number of Integrated Care Boards nationally had reduced from 42 to 26, with a cluster arrangement now in place locally alongside a neighbouring system.

·       Executive leadership arrangements for the cluster were outlined, with national appointment processes led by NHS England.

·       Announcements on redundancy had been made, with consultation expected to take place in January.

·       It was acknowledged that this was a difficult period for staff, particularly during winter pressures, but that there was relief in having greater clarity following national announcements.

·       A blueprint document had been produced to reduce duplication and support new ways of working with partner organisations.

·       It was emphasised that the new model would require delivery with a reduced organisational footprint.

·       Reconfiguration work was ongoing, with further financial information expected in the new year.

·       Partners were asked to note the challenging context while maintaining a focus on delivering a safe winter, financial planning for the year ahead, and the longer term 10 year plan.

An update was provided on neighbourhood working across Leicester, Leicestershire and Rutland by the ICB.

·       It was explained that neighbourhoods were aligned to geographic boundaries, although local alignment had required agreement across partners and had not been straightforward.

·       All partners had committed to this approach, recognising the challenges around funding flows and financial pressures.

·       Members were informed that neighbourhoods aimed to provide access to a wide range of support in one place, spanning health, care and the voluntary and community sector.

·       The Board discussed why neighbourhoods mattered, with a focus on improving population health, strengthening communities and supporting people to stay well for longer.

·       It was highlighted that early intervention needed to start with children and families, noting that many existing services focused on adults.

·       The importance of using hospital services for specialist care only was emphasised.

·       Data was shared showing that life expectancy in the city was lower than in the county and that 2 in 5 children were living with obesity.

·       Members were informed that neighbourhood planning would include health alongside wider determinants of health.

·       Plans were outlined for engagement activity, including workshops in each area towards the end of January involving communities, partner organisations and providers.

·       Engagement with the voluntary and community sector had already begun, including webinars and in person events.

·       It was emphasised that staff training would be critical to ensure awareness of available services and appropriate support for residents.

·       The importance of using population data was highlighted, including understanding patterns of attendance at emergency departments and discharge outcomes.

·       The approach would be evidence based, with a framework to support planning and delivery.

·       Initial priorities would focus on achievable improvements in 2026 and 2027, recognising that neighbourhood and provider level change would take 2 to 3 years to embed.

In discussion with Members, the following was noted:

• Members discussed the importance of strong engagement with the voluntary and community sector and reflected on the value of community insight in shaping neighbourhood based approaches.
• It was suggested that voluntary and community sector representation within governance arrangements could further strengthen understanding of local need and support effective partnership working.
• Members reflected on the current financial context and the pressures being experienced across the system, including within the voluntary and community sector.
• The importance of open, ongoing dialogue with partners was emphasised to support shared understanding and collaborative planning.
• The scale and pace of change underway was acknowledged, with members recognising the impact on staff and partner organisations, with the importance of clear and timely communication during this period of transition.
• Members welcomed the focus on neighbourhood working and agreed that approaches should continue to be shaped by local priorities and community need.
• It was stated that the ambition to deliver care closer to home would require services to move from hospital settings into neighbourhoods, with funding and workforce capacity moving alongside those services.
• That the neighbourhood delivery would require changes to workforce models, including training and the use of different professional roles, and that collaboration across providers would be necessary.
• Members stated that it was important to ensure the appropriate organisations were involved in neighbourhood discussions, including local authority services already operating neighbourhood based models.

AGREED:

1.    Slides from the presentation would be circulated to Board members.

2.    A short update on neighbourhood working would be included at each Board meeting, with a focus on tackling inequalities and improving outcomes for residents across the city.