HOUNSLOW HEALTH & WELLBEING BOARD MEETING: 2 FEBRUARY 2021 - Council Meetings
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HOUNSLOW HEALTH & WELLBEING BOARD
MEETING: 2 FEBRUARY 2021
1
AGENDA
1. WELCOME
2. NOTES FROM MEETING: 4 NOVEMBER 2020
3. IMPACT OF COVID-19 ON HEALTH & WELLBEING IN THE BOROUGH
4. WHAT HAVE WE LEARNT? HOW DO WE APPLY TO OUR CURRENT PRIORITIES?
5. REVIEW OF THE BOARD’S GOVERNANCE ARRANGEMENTS
6. ANY OTHER BUSINESS
2
IMPACT OF COVID-19 ON HEALTH & WELLBEING
• What does the data tell us?
• Big Picture – London
• Local Picture - Hounslow
• Variation across the Borough – geography and communities
• Health and social inequalities
• Communications and Engagement
• Current Priorities – system leadership/ demand management/ testing and vaccination
3
InfectionInfection
Rates inRates
London – 1 February
in London 2021
27th January
4
Data Dashboard:
12 January 2021:
12/1 – 1141 /100k
Rate: 1141 / 100,000
28/12 – 645 /100k No. Cases: 3098
Over 60 cases: 445
21/12 – 460 /100k Case Positivity: 23%
26/1 – 645 /100k
12/12 – 171 /100k 1 February 2021:
27/1 – 596 /100k
Rate: 432 / 100,000
No. Cases: 1172
Over 60 cases: 170
Case Positivity: 9.4%
December v January
No. Cases: 53
Deaths:
5
COVID-19 Surveillance in Hounslow – Total Case Numbers/ Ward
Total number of cases LBH:
• 8373 (20th Dec)
• 21,643 (29th Jan)
• 158% increase since 20/12/20
Age profile of cases:
• Under-19 – 15%
• Aged 20-59 – 70%
• Over-60 – 15% 6
Ward Rate per 10,000
Heston West 1038.6
COVID RATE/ WARD Heston East 1026.3
Cranford 925.2
Heston Central 908.4
Hounslow West 880.4
Feltham North 852.2
Highest COVID rates per
Hounslow South 836.9
10,000 are seen in Heston West, Hounslow Central 823.9
Heston East and Cranford (Data Bedfont 808.3
from March 2020 to January Hounslow Heath 782.2
2021). These wards are based in Hanworth Park 737.5
the central part of Hounslow. Hanworth 732.3
Rates were calculated using ONS Brentford 731.9
2019 mid-year estimates. Osterley and Spring Grove 723.1
Isleworth 713.7
Syon 700.2
Feltham West 656.2
Chiswick Homefields 499.9 7
Turnham Green 483.2
Chiswick Riverside 451.7
Data rec’d on 1st February : 7-day period: 23 Jan - 29 Jan 2021
8
Data rec’d on 1st February : 7-day period: 23 Jan - 29 Jan 2021
9
Data rec’d on 26th January : Infection Rate/ Ward: 7-day period: 23 Jan – 29 Jan 2021
10Demographic Differences and Risk
Using ‘available*’ data we have profiled factors that increase risk of catching Covid-19 – PHE Report identified these factors:
• Where you live, population density* in that area and deprivation levels
• Your Age
• Your Ethnicity
• Your ability to speak English
• Your reported health status pre-covid
• Whether your home is over-crowded and you live in a multi-generational home
• You are of working age:
• Exposure: Your job**
• Health and Social Inequalities will be affected by wider determinants of health – education, employment, financial stability
*Data can often be incomplete
**The number of jobs in retail is highest in Feltham West at 19%, followed by Heston West (15%) and Isleworth (14%)/ The number of
jobs in transport and storage is 78% in Hounslow Central, followed by 38% in Feltham North and 34% in Hounslow Heath
11CORRELATIONS – POPULATION DENSITY
Wards with a higher
population density generally
have a higher rate of covid
cases. However, the
correlation is weak.
12NUMBER OF COVID
CASES BY AGE GROUP
Highest number of COVID cases
by age group in Hounslow are
seen in 31-45 age category (data
from March 2020 to Jan 2021).
Age band 31-45 contributes to
31% of COVID cases in Hounslow.
This is consistent with age profile
in Hounslow, where 31-45 age
group have the highest population
in Hounslow.
When looking at individual
wards, this is also consistent, 31-
45 age groups have the highest
proportion of COVID cases in all
wards.
13DEPRIVATION – INDICES OF MULTIPLE DEPRIVATION (2019)
Wards in less deprived areas have a
lower rate of COVID cases,
whereas those living in more deprived
wards have an increased rate of COVID
cases.
The chart shows a moderate
negative correlation, because the y-
axis takes us from higher deprivation
on the left-hand side to lower
deprivation on the right-hand side
14Hounslow: IMPACT: Social and Economic Differences?
• Furlough (data to 31 October): 18,100 jobs still furloughed in the borough (from a peak of 56k - end July 2020)
• Expectation based on elapsed time/ observations indicate remaining furloughs will correlate strongly to increased unemployment when the scheme
ends.
• Most of the unemployed and furloughed will have been linked to Heathrow, the hospitality and leisure sectors that have been effectively shut down
since March 2020.
• Universal Credit applications (DWP monthly data): increase by 9,200 unemployed in Hounslow (December 2020 compared to March 2020)
– Variation by wards: West of the Borough greater impact compared to more East of Borough
– Households also claim UC if ‘in work but on a low income’ (low/reduced hours or pay/ sick/acting as carers and therefore unavailable for work)
– additional 8,200 with reduced earnings forcing them to claim UC; PLUS an extra 1,200 unable to work;
– Total unemployed, low income and unable to work - additional 19,100 claimants
– In excess of 22% of residents are now in receipt of UC; varies geographically - dominated by Heathrow employment status – some wards have
around 30% of working age adults claiming UC – e.g. Hounslow Heath and Cranford – approx. 30% total UC claimants as a percentage of the
working age population.
• The increase in people who are not expected to find work: Increased by one fifth over December; suggests increasing mental health and physical ill-
heath;
• Impact likely to lead to poorer mental health, substance misuse, social problems such as DV, and eventually physical health issues secondary to all of the
above – health and social inequalities
• Recovery will be linked to the future recovery of the aviation sector/ what may arise to replace it, should this not materialise.
15CORRELATIONS - BAME COMPARED WITH WHITE POPULATION
Wards with a higher proportion
of BAME have a higher
proportion of positive cases.
This shows a strong positive
correlation. In contrast, wards
with a higher proportion of
White populations have a lower
proportion of covid cases and
shows a negative correlation.
Hounslow has a BAME
population of 52% and a White
population of 48% (ONS Annual
Population Survey, 2018).
However, proportion of positive
cases are 55% BAME and 29%
White with 16% Unknown. 16CORRELATIONS – ASIAN GROUP
Wards with a higher proportion of Asian
groups have a higher rate of positive
cases. Comparing different ethnic groups,
Asians (R2 = 0.64) have the strongest
positive correlation with rate of cases.
Followed by Mixed, Other and Black
ethnic groups.
Highest proportion of positive cases
by Asian group is seen in Indian
subgroup and Pakistani subgroup.
According to the 2011 census, Indians
make up 19% of Hounslow's population
and Pakistani population make up 5.4% of
Hounslow's population. However,
proportion of Indian cases are 22% and
proportion of Pakistani cases are 5%
(including unknown ethnicities).
17MULTI-
GENERATIONAL
HOUSING
Hounslow Central has the
highest number of people in
multi-generational housing
and the majority of people
living in them are of Asian
ethnicity
18OVERCROWDING
Overcrowding is highest in
Hounslow Central at 36% of
households, followed by
Hounslow Heath at 34% and
Hounslow West at 31%
19
Source: Census 2011, Hounslow InsightENGLISH NOT 1ST LANGUAGE (%)
Wards with a higher
proportion of English not
their 1st language have a
higher rate of COVID cases.
This shows a strong
positive correlation.
20CORRELATIONS – POOR HEALTH GROUPS BY ETHNICITY (%)
Wards with higher white
populations with poor health have a
lower rate of COVID cases. This is
shown as a strong negative
correlation (See chart). This
relationship is also observed when
looking at rate of COVID cases and
White populations.
In contrast, there is a positive
correlation with Asian, Black and
Other groups in poor health and
rate of COVID cases. However,
Black and Other ethnic group had a
very weak correlation. Strongest
correlation is seen in Asian group21
(R2 =0.69),DEATHS FROM COVID: DATA UP TO 30/11 – 245 CASES
Ethnicity Population est’ (ONS 2019) Deaths Rate per 100,000 From January - Nov there were a
total of 245 Covid deaths in
Asian
93,964 91 96.8 Hounslow
Mixed In the data set there were 36
13,471 11 81.7
patients with an unknown ethnicity
Black
19,543 15 76.8 From the patients with known
ethnicity the highest rate of covid-
White British
103,145 75 72.7 19 deaths were seen in Asians with
a rate of 96.8 per 100,000
Other
9,942 4 40.2
White other
134,603 13 9.7
22Daily Covid deaths in Hounslow: within 28 days of positive test* Total Deaths
Rate of death from CV-19 Comparison:
• UK: 159/100,000
• England: 166/100,000
• London: 150/100,000
• Hounslow: 168/100,000
23DEATHS FROM COVID
% premature deaths from Rate of pop with premature
EthnicityDEATHS FROM COVID-19 (NO. WITH A PRE-COVID LONG TERM HEALTH CONDITION)
Ethnicity Number of deaths Number of those who had a LTC % who had a LTC The ethnicity with the highest % of
those who had a LTC out of those
Asian who had died from covid was seen
91 50 55%
in white British and then second
Black highest in Asians
15 3 20%
White British
75 57 76%
White other
13 5 38%
Mixed
11 3 27%
Other
4 0 0%
25CO-MORBIDITIES ASSOCIATED WITH DEATHS
The most common LTC found
in covid deaths are shown in
the funnel chart Hypertension
is the most common LTC
found in patients died from
covid19
26MORTALITY: 3 MAIN LTC BY ETHNICITY
Looking at the top 3 LTC found in
patients who have died from covid
they are most commonly seen in
Asian and white British patients
who have died from COVID-19
27System Management: Shared strategy, agenda and priorities
1. Prevention, Early intervention:
- Use of Data and Intelligence to Inform action – target communities
- Warning and informing – Universal v Targeted messaging and intervention
- Engaging Community/ Partners/ Community Champions
2. Partnerships to respond to escalation of cases/ outbreaks – care home, schools, businesses – strategy to protect the vulnerable
3. Identifying cases and supporting families:
- Testing sites: Symptomatic and Asymptomatic – working with DHSC
- Enhanced Contact Tracing
- Community Hub
- Financial support – Grant payments
- Enforcement: Council enforcement and Police – working with Businesses/ dealing with individuals
4. Managing demand for hospital care: system leadership across health and social care
- Partnerships between commissioners and social care providers
- Established forums for increasing support: PPE/ care home nurse and GP service
- Hot Hubs led by Primary Care
- Discharge Planning Team
- Hospital and community NHS services flexing to meet demand
5. Mobilising to roll out the vaccination plan
28WARNING AND INFORMING:
Hounslow: Data Driven Community Engagement & Communications
Launched Community Champions programme
Everyone does it their way: some will spread
Understanding that familiar faces can often be more effective in to their family; others to every mosque in
Hounslow– we support you in what ever way
delivering messages and affecting behaviour change than we can
government or official bodies, we developed a champions model to
spread messages to hard to reach communities.
110 champions from across the borough representing various groups
and ethnicities who share messages with their communities.
Evidence of effectiveness:
• surveys sent only to champions result in over 200 responses.
• Promotion via pop-up testing site led to high uptake after data
showed high rates of infection in Heston
Everyone sharing –
we want to hear from
the champions too:
Used data to understand where engagement is what info do they
need? what are the
needed issues in the
community?
Used data of hotspots of cases and understanding of borough
characteristics to inform work
• Targeted testing and messaging in areas of high case
• Engagement with HMO tenants, Heathrow, etc.
• Testing messages to understand which might be effective
29Last updated at 1pm Monday 1st
February 2021
Please note that information is
subject to change at short notice
Hounslow COVID-19 Vaccination Programme Update
Health & Wellbeing Board
Tuesday 2nd February 2021
30Overview
Hounslow Vaccination Settings
Vaccines are being administered through a range of settings:
• In Hounslow, roving vaccination teams from practices are administering to all care homes residents and staff, including extra care, and the
housebound (with district nurse support)
• We have 4 approved primary care vaccination sites based on our primary care network (PCN) footprints. Each of the sites have the
capacity to deliver approximately 350 vaccines per day and are focussing on the cohorts outlined by the JCVI.
• Hounslow’s mass vaccination centre will be in Brentford planned to open in February. It will have the capacity to administer 1,000 doses per
day. Hounslow residents will also have access to slots at an alternative site near Heathrow, with the capacity to administer 5,000 doses per
day.
• A number of community pharmacies are due to come on stream in the coming weeks to assist with the vaccination of those in the priority
groups.
• Hospital vaccination hubs will support with the vaccination of frontline health and care staff
Hounslow Target
The order in which residents are vaccinated is determined by the JCVI (Joint Committee on Vaccination and Immunisation).
• 45,830 first doses to be administered to priority groups 2-4 by 15th Feb (via all vaccination routes). This will require 1,478 vaccinations per
day 7 days a week on average.
Progress to date
Hounslow has administered more than 22,000 vaccinations since 15th December 2020 to those in priority groups 1-4
System capacity continues to increase; over the past three days across Hounslow’s primary care sites alone they have administered on
average 2,000 vaccines per day.
31Please note this
North West London/ National Commitments & Modelling is first dose only
How do these translate to Hounslow? How are we doing?
Priority Area Number of people in Deadline for Delivery model Status
cohort Delivery
Priority 1: Residents in a care home for 1,250 17/01/2021 PCN Hubs- roving Initial phase completed-
older adults and staff teams mop up sessions
planned
Priority 2: Over 80s 8,700 24/01/2021 PCN Hubs & roving 76% completed as of
teams for housebound 02/02/2021
Priority 2: Frontline Health and care 691 15/02/2021 PCN Hubs Complete
workers (primary care)
Priority 2: Frontline health and care Approx. 4,000 15/02/2021 Mass vaccination sites In progress
workers (social care) Hospital hubs
Priority 3: Over 75s 6,573 15/02/2021 Mass vaccination sites In progress
PCN hubs
Priority 4: Over 70s 9,735 15/02/2021 Mass vaccination sites In progress
PCN Hubs
Priority 4: CEV individuals (aged 17-69) 13,508 15/02/2021 Mass vaccination sites In progress
PCN hubs
32NW London additional identified priority groups (not specified within JCVI)
Priority Area Number of people in Deadline for Delivery model Status
cohort Delivery
Extra Care Staff and Residents 302 22/01/2021 PCN Hubs- Completed
roving teams
Remaining CQC Care Homes- 447 15/02/2021 PCN Hubs- Initial phase
Staff & Residents roving teams completed- mop up
sessions planned
(75% residents, 51%
staff)
Housebound 1,423 80+ 27/01/2021 PCN Hubs- In progress; over 80s
roving teams completed by
Under 80 27/01/2021 with mop
15/02/2021 ups planned; under
Please note this 80s now underway
is first dose only
33Tackling Health Inequalities
Clear there are Health Inequalities in our Borough – Data and PHE Report on impact of Covid on BAME communities
Covid-19 – One Borough Population – with different health needs in geographical areas – based on the communities that
live there
Current Drivers to address this:
• ICP Vision, workplan and work-streams
• Corporate Plan 2021
• Recovery Plan – Led by the H&WBB and Children’s Delivery Group
November 2020: Agreed to review the Board and Health and Wellbeing Strategy
Next Stage: For information and discussion
• Recovery Plan
• Focus of ICP
• Role of the Board in delivery of a revised strategy – consultation on Terms of Reference
34Recovery Plan – November 2020
Outcome 1: System-wide action to address health inequalities, reduce disparities in risk and outcomes of covid-19 and respond to subsequent wave(s):
Targeted action to reduce disparities in risk and outcomes for groups and communities impacted adversely by COVID-19: outcome focused lifestyle services,
primary care prioritisation of people with diabetes and at risk of avoidable ill-health during winter. Implement new model for healthy lifestyle services that
targets the Rising Risk Group (people with co-morbidities) most at risk of adverse health impacts of COVID-19
Outcome 2: Our services are outcome-focused, we invest in prevention and early intervention, health educate and support to empower our residents to
self care.
Educate our residents with co-morbidities to take responsibility for their health. Target offer for BAME communities planned, starting with developing the
relationship with faith leaders and improving translation of information targeted at specific communities
In response to Public Health England’s report on disparities and risk associated with COVID-19, the HWB Board holds as its principal focus for 2020-21 the
work which has been started on tacking health inequalities, through:
*Effective use of local data to define the health inequalities in the borough and identify groups who are most vulnerable
*Targeting of interventions towards those most in need and where the greatest gains in population health are likely to be made
*Greater engagement of those most likely to benefit from interventions via new approaches in communication and intervention
*Evaluating the effectiveness of our interventions in reducing health inequalities in the borough
*Provide ongoing challenge/ scrutiny to ensure that tackling the inequity and inequality exposed through COVID-19 is central to our work.
November 2020: Agreed to review the Board and Health and Wellbeing Strategy in light of COVID-19 and the findings of the Recovery Board
35Hounslow Integrated
Care Partnership
Delivering our Vision
36Our Shared Vision
“Our communities are healthy, happy, connected and
enabled to realise their full potential”
We will do this by providing care and support based on people’s needs and preferences. By working together we will ensure
this is simple for residents to access and navigate and will take into account a persons whole life.
Our design principles Our key behaviours
1. 2.
Constructive and
Engage Empower Behave with Support each appreciative,
We act in the spirit
of our shared
empathy towards other and ask for
residents residents
celebrating
goals and
all colleagues help successes and
purpose
giving feedback
3. 4.
We are resilient,
Invest in Work Share challenges learning and building We trust each other
prevention across and take collective the conditions for and work on our
responsibility working together as relationships
boundaries we go
37The difference we will make
To our residents
I AM SUPPORTED I AM LISTENED TO I AM CONNECTED
BEFORE A CRISIS
• My personal needs, behaviours, • I will be connected to people in
• I will be able to access support experiences or goals will be my community and support from
when things start to become listened to by people who want to the voluntary sector, and where
challenging for me. help me. I will not be judged or possible to other with shared
channeled into a narrow service experience.
• Early signs of need will be response. My strengths will be
identified by staff, or friends, part the solution. • They will help me address
family or neighbours, and I will underlying issues and meet my
talk to professionals whose goal • Together we will create a personal goals.
is to understand what is common understanding of our
happening in my life and see how shared goals, at level and pace I
they can help. feel comfortable with.
38The difference we will make
To our staff
I AM CONNECTED I AM INFORMED I AM EMPOWERED
I know other professionals and I will be equipped to engage local I am empowered to intervene early
stakeholders in the community who residents. an to coordinate and collaborate
can help tackle a problem. with partners to address common
I will know who leads on issues in challenges.
I can access information and data partner organisations.
that other professionals in Hounslow My relationships with peers act as a
have. Working together, I will be able to support network for in my work.
build a comprehensive
understanding of an issue and who
can help address it.
39The health challenge
Population challenges
More
A steady Around 3,000 Growing
residents High rate of
High levels increase in older people number of
living with death due to
of smoking unplanned experience falls-related
complex cardiovascul
and obesity hospital chronic hospital
health and ar disease
admissions loneliness admissions
care needs
Shared challenges across partners
Varied and
Duplication of Misaligned Workforce Financial
Fragmented
services incentives gaps pressures
Care
40The Hounslow Recovery Plan
Recovery efforts focus on
four key areas
Renewing Tackling local Supporting Reimagining
local inequalities local residents local places
economies
The Integrated Care Partnership is the vehicle to achieve our
vision and help deliver Hounslow’s Recovery Plan
41ICP Recovery Board
The Council and NHS Hounslow partners are working hand-in-hand to rise to the
unique Hounslow recovery challenge. The ICP Recovery Board drives this work.
PRIMARY CARE CHILDREN
NETWORKS AND YOUNG PEOPLE
Improving population health Children receive a start in life to
and wellbeing at neighbourhood
level. Resources directed at OUR OFFER place them on a level playing
field; reducing inequality,
reducing any unwarranted
variation in primary care.
AS A PLACE maximising opportunity from
early years.
MENTAL HEALTH COMMUNITY SOLUTIONS
Support good mental health Community-led solutions with
with integrated community VCSE to develop integrated
mental health teams wrapped local offers to residents. Better
around PCNs. Develop wider opportunities for VCSE groups
mental health offer for the and volunteers to shape
people of Hounslow. HOME FIRST MODEL priorities and outcomes.
People with frailty, dementia
and receiving end of life care
will live healthier lives at home
and in the community through
our redesigned ‘Home First’
model.
POOLING OUR RESOURCES TACKLING INEQUALITIES WORKFORCE
We will identify opportunities to meet service Use one systematic population health management approach to target interventions DIGITAL
need and maximise our collective cash appropriately and reduce health and care inequalities in our population, with a particular
envelope by pooling our resources. focus on our BAME communities. COMMUNICATIONS AND ENGAGEMENT
42ICP Governance
North West London
Integrated Care System Health and Wellbeing Board
West London
HRCH Board Chelwest Board
Trust
LB Hounslow CLT Hounslow CCG GP Consortium
Chief Financial Integrated Care Recovery Board
Officers Group Chief Executive Officers Meeting
Workstreams
Impact on the Borough and Residents Access to Hospital Services Public Health and Prevention Lead: Digital
Lead: Niall Bolger, CEX, LBH Lead: Mark Titcomb, West Mid Hospital Kelly O’Neill, Director of Public Health, Lead: Mark Lumley, Director of IT,
Director LBH LBH
Hospital Prevention and Discharge
Our Mental Health Offer Communications and Engagement Voluntary and Community Sector
Leads: Anne Stratton, ED, HRCH
Lead: Jo Manley Deputy Director, West Lead: Ben Knowles, Assistant Lead: Mandy Skinner, Assistant CEX,
Steven Forbes, ED Children and Adults,
London Trust Director of Comms, LBH LBH
LBH 43HEALTH & WELLBEING BOARD - WHAT NEXT?
DISCUSSION WITH THE BOARD
44INTRODUCTION
• Health & Wellbeing Boards were established under the Health and Social Care Act 2012 to act as a forum in which key leaders and
partners from the local health and care system could work together to improve the health and wellbeing of their local population
• Across the country, there has been discussion about the role and purpose of these boards within the new Integrated Care Systems.
NHS England suggests some guidance will be developed.
• The Covid pandemic has changed the health landscape and emphasised the importance of the wider determinants of health
(Marmot, 10 years on)
• The ICS has changed our operating context, with different structures and relationships established
• In response to these changes, the Board might review its purpose, work and membership (as part of the annual review of the TOR)
• As part of the Recovery Planning, it was also suggest that the Board refresh the Health & Wellbeing Strategy and ensure that the
Board is well-placed to deliver on the strategy and realise impact
• The Council is reviewing it Corporate Plan and Constitution so this is an opportune time to do this work and also assess our
relationships with our partnership boards (ICP Board, Safeguarding boards, Community Safety Partnerships etc)
• There is also opportunity to think about the role of HWB in better enabling engagement and consultations around health, wellbeing
and the broader determinants of health and effectively reach into communities to promote self-care and create a social movement
for health
This presentation sets out a process for discussions and review of the Board’s Terms of Reference and
Strategy with the view to making the Board as effective and purposeful as possible within this new context
45BACK TO BASICS – THE PURPOSE OF HWB
• The Health and Social Care Act 2012 made HWBs responsible for encouraging place-based integrated working
between health and social care commissioners, including partnership arrangements such as pooled budgets, lead
commissioning and integrated provision
• As set out in 2013 ‘Statutory Guidance on Joint Strategic Needs Assessments and Joint Health and Wellbeing
Strategies, each is charged with producing
• a joint strategic needs assessment (information and data for health, care and wellbeing planning and
commissioning, customised to the needs of the area and developing over time),
• a joint health and wellbeing strategy (a vision, priorities and action agreed at the HWB to improve the health,
care and wellbeing of local communities and reduce inequalities for all ages) and
• a Pharmaceutical Needs Assessment’
• HWBs should address the wider social, environmental and economic factors that impact on health and should work
closely with other partners, such as youth justice, police and crime commissioners, the voluntary and community
sector and others
• Statutory membership requires representation from at least one local authority elected member, from all CCGs within
area, local Healthwatch, and directors of adult social services, children’s services and public health
46CURRENT HWB Terms of Reference
• TOR: ‘bringing together the leadership of key organisations to plan and work in partnership, identify local needs and
inequalities, monitor performance and develop effective plans and services’
• JSNA, JHWB & PNA
• Oversight commissioning
• Encourage integrated working
• Communication and engagement strategy
• Appoint such sub-groups or sub-committees
• Work with scrutiny and HT Board
• Submit an annual plan
• Membership: Councillors and five staff side members. Chair to be a Councillor, vice-chair is an officer. (note:
proportionality rules do not formally apply to this body)
• The right people?
• The right mix?
• Children’s Delivery Sub-Group (replaces Children’s Trust Board and sits under the Hounslow Health and Wellbeing
Board. The wider duty to cooperate to improve children’s wellbeing, as set out in section 10 of the Children Act 2004,
remains in force
• Health Integration Sub-group: Develop the vision for health integration in Hounslow and oversee progress towards
that vision 47BUT! OUR BOROUGH HAS CHANGED
“ The local effects of a global pandemic and a national lockdown hit Hounslow
hard. The clinical impact of COVID-19 has, rightly, been to the fore. …As serious as
this clinical picture is, the indirect impacts of COVID-19 will have a greater effect
still on the borough- Hounslow Recovery Plan
…’the virus does not affect us equally. National
studies show that older age, ethnicity, male sex
and geography, for example, are associated with a
greater chance of getting the infection, of
experiencing more severe symptoms, and of dying
with COVID-19. Locally we know that the wider
factors underpinning good health – such as
quality housing, decent work, regular income, and
a good education – are not available to everyone
Figures 8 October 22020
48AND WE ARE OPERATING IN A NEW SYSTEM- THE ICS and ICP
June 2019 Designing integrated care systems (ICSs) in
England sets out the different levels of working within
the ICS, describing their core functions, the rationale
and how they work together.
Nov 2020, Integrating Care – The next steps to building
strong and effective integrated care systems across
England, set out proposals for legislative reform and
operational direction of travel.
There is a lack of clarity of the role of HWB in the
system. Apparently guidance may come
ICS in North West London and the ICP in Hounslow (Our place-based committee)
• We have a new Hounslow ICP Board (co- chaired by CEX) for commissioning local services, addressing
local issues and escalating to the issues beyond its authority
• It’ s relationship to the HWB needs to be defined and our TOR amended to show this
49Recommended Process
Opportunity to New TOR &
Workshops/ refreshed
Different Context refine role and
engagements Strategic
focus
Focus
• Role: What works?
• NWL Integrated Care
What is the best, most What doesn’t work? • Revised Terms of
System
purposeful role for the What are the opportunities Reference
• Hounslow ICP Board Board available for effective action?
• Covid Impact on health • Refreshed strategic
• Purpose: Where should we focus? focus
• The importance of the What should our focus
wider determinants of What are the alternatives?
be in this new context?
health (Marmot 10 Where are we seeing effective
years on) board action
• Our Recovery Plan Is there a role for HWB as a key
• Other Boards work engagement forum?
February May
50ANY OTHER BUSINESS
51You can also read
