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What is the point of the NHS Integrated Care Board Plan?

September 25, 2024

This is about health inequality

When we at Leeds Beckett University interviewed Integrated Care Board(ICB) health inequalities leads as part of our work for the NHS Confederation one of the issues raised by an interviewee concerned Joint Forward Plans(JFP). These are produced every year, they set out what a particular ICB thinks the issues are and what actions they intend to take in response to these.

This health inequalities lead said:

“The joint forward plan is basically an NHS GCSE examination where there is a set of questions and there is a model answer and the model answer is the cultural norm that NHS England require. It doesn’t materially really affect the way the organisation behaves. It’s a necessary process that doesn’t add an awful lot of strategic value.”

Why read the JFP?

In my view the primary audience of a JFP should be local stakeholders not NHSE. Such stakeholders could be the manager of a local charity for example a Citizens Advice Bureau or a community anchor … or the clinical director for a primary care network.

They will want to know what the Integrated Care Board is doing about health inequalities and should feel it is worth reading the JFP to understand what NHS commissioners are planning to do and how this is relevant to their work. 

For the JFP to be relevant it needs to be:

Easy to navigate

You don’t want to have to read a lengthy document to try to find the bit that is relevant to you!

Clear about analysis and actions

The JFP must make it easy to see how the ICB priorities link to those of local stakeholders,  for example:

  • How do they describe the health inequalities challenge?
  • What actions are they proposing to take to tackle these?
  • Who is responsible for these actions and how can they be influenced?

Most fundamentally how does this JFP help the reader to be better at tackling health inequalities in their role and how does it energise them and make them feel that the ICB is a potential collaborator?

I have had a quick look at two 2024/5 JFPs – one from South Yorkshire (SY) and one from North East London (NEL).

Length matters

  • The NEL JFP is 59 pages
  • The SY JFP is 89 pages

Description of place

Both plans take about the same number of pages in their description of their population. I think NEL is more sophisticated. It uses design and crisp analysis to give a real feeling for who lives there, the nature of the area and makes an honest statement about inequality. It also starts to flag up priorities.

SY is ok but it struggles to make the leap from (fairly standard) data to – analysis to – priorities for action. We don’t get as much of a feel for the characteristics of the population and the presentation lacks energy.

Actions

Both JFP have a section on health inequalities. Screenshots of the relevant pages are below. 

The NEL plan has a fairly explicit set of actions which are measurable. For example, allocating a specific amount of funding to each local authority area for health inequalities or supported discharge of the homeless.

 

The SY JFP is vague. Many of the ‘actions’ feel more like cultural ambitions and aren’t  measurable. For example, embed a cultural change, focus on improving, work collaboratively etc. They fail to move from broad generic statements that sound good to specific actions. It is really not possible to understand what their priorities are and hence specific actions.

Who is responsible?

So, you’ve read the plan – you want to clarify something or maybe challenge or disagree; who do you talk to?

The NEL JFP – flags up what appears to be a pretty inclusive heath inequalities steering group … although there is no direct reference to it on their website or any information about agendas and minutes.

I have been told that South Yorkshire ICB has a similar albeit less representative group – however there is no mention of it in the JFP or on their website.

Have you read your JFP? What do you think? Leave a comment on the blog!

Finally – a little caveat – I try to keep my blogs to less than 700 words – so they inevitably provide only a limited description and analysis of the issue I am writing about! 

3 Comments leave one →
  1. Tammy Boyce's avatar
    Tammy Boyce permalink
    October 2, 2024 10:22

    Mark – as always, so interesting and readable.
    I have a question – if these documents aren’t valued – you say at the beginning: “It doesn’t materially really affect the way the organisation behaves.” – what’s the point of anyone reading them? To influence something that is performative? What are you influencing then?

    • markgamsu's avatar
      October 2, 2024 10:32

      Hi Tammy – always good to hear from you, and thanks for the nice comments about the blog.

      I think the key bit is that the quote you reference comes from someone we interviewed. I think they were being deliberately provocative to make their point. However, they had a good point – in a number of places the JFP is treated fundamentally as a hoop to jump through to meet NHSE requirements.

      As I say in the blog there are examples of ICB who have clearly gone a step further – and appear to understand that the JFP should be an important gateway to the ‘inner workings’ of ICB decision making. I flag up North East London as an example of this … but I would also point to West Yorkshire ICB… I have not read all 42 JFP so can only highlight examples.

      I do think that we should expect ICB to go the extra mile – quite clearly there are places that have and can do this. We should be challenging those places that do not! I would like to think that CQC will include this in their emerging assessments of ICB.

      Sorry if I have got a bit shouty on this – I hope my response is helpful. Do come back on this! All the best – Mark

  2. Jessie Cunnett's avatar
    Jessie Cunnett permalink
    October 3, 2024 09:48

    Hi Mark – thanks for this useful nudge to consider JFPs and their purpose. ‘What’s it all about’? So often in my experience the organisations that make up the system of health and care have got stuck in a mind set that is about serving the needs of the organisation and / or system. Without the time or opportunity to step back, reconnect with the primary goal of achieving the very best health and care for citizens so everyone can live fulfilled, productive and happy lives and participate as part of a healthy society. Wouldn’t it be great if every time someone created a new process to be completed, they asked themselves, how does this help us deliver our primary goal, how can I ensure it does??

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