David Behan, CBE, Director General of Social Care, Local Government and Care Partnerships, Department of Health, discusses the opportunity for integration between local authorities and the NHS.
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David Behan: The transition to a new health and care system
1. Health and wellbeing boards – the transition
to a new health and care system
David Behan – Director General, Social Care, Local Government and
Partnerships, Department of Health
Kings Fund 14 July 2011
2. Health and wellbeing boards – The vision
System leadership at interface of Local Government
• Collective leadership leading to integrated services that better meet individual
and community needs.
• Connect NHS and local government activity, with all public sector spending to
improve health and wellbeing of local communities.
& NHS
• Genuine practical collaboration between councils, the NHS and communities,
users and the public.
• Greater democratic legitimacy and accountability to local people.
• Potential to transform services and outcomes.
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3. Health and wellbeing boards – how the
legislation supports the vision
System leadership at interface of Local Government
• Sets up the boards as committees of local authorities.
• Establishes a core membership, with flexibility to expand locally.
• Puts mutual obligations on councils and NHS commissioners to undertake
joint strategic needs assessment (JSNA) and joint health and wellbeing
strategies (JHWS) undertaken in partnership.
• Sets expectation that HWBs are involved throughout the NHS commissioning
& NHS
process, so commissioning plans are in line with the JHWS.
• Promotes joint commissioning and integrated provision.
• Gives HWBs a role in annual assessment of clinical commissioning groups
(also a non-statutory role in their initial authorisation).
• Sets a duty for HWB to involve users and the public in JSNA and JHWS.
• Keeps scrutiny functions separate from HWBs.
• Leading to collective local leadership and partnership to ensure
integrated care for individuals.
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4. System leadership at interface of Local Government
Within the context of HWBs the aim for JSNA/JHWS is to be:
What services do we need to commission (or de-
commission), both separately and jointly? –
commissioning plans
EXPLICIT
LINK So what are our priorities for collective action,
and how will we achieve them together? – JHWS
& NHS
So what does that mean they need, now and in the future and
what assets do we have? – a narrative on the data – JSNA
What does our population & place look like? – data
HEALTH & WELLBEING BOARD
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5. Programme timescales
System leadership at interface of Local Government
Oct - Dec Jan – Mar Apr – Jun Jul – Sep Oct – Dec 2012 Jan – Apr
2011 2012 2012 2012 2013
Shadow running of HWBs HWBs operating on a non-statutory basis,
HWBs begin to refresh JSNAs producing JHWS and inputting into commissioning plans
By April HWBs fully
operational in every
upper-tier local
authority, with JHWS
& NHS
HWB early implementers, HealthWatch pathfinders, alongside emerging clinical commissioning groups,
share learning about what works to support implementation
▲Announce ▲Agree transition plans for ▲Shadow LA budgets in ▲PH Workforce strategy ▲LA allocations ▲April. LA allocations in
LA shadow PH budget trasition from PCTs to LAS operation published announced operation and PH resource
allocations transfers
▲PHE chief executive
▲Publish HR concordat and top team in place October 2012;
with LAs Start date for Local ▲April. PHE established
HealthWatch
▲Publish outcomes organsiations and
framework and health HealthWatch England
premium formula
▲Publish PHE operating
method
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