19 May - Mental Health Network webinar

This week the group shared updates and views regarding integrated care systems and integrated care boards, then moved to a discussion on how chairs support their chief executives in their role as accountable officer.

Overheard during this week’s webinar:

“We need clarity for those on ICBs who represent an area or specialism rather than their organisation. I was encouraged by some proactive input from NEDs at the partnership board. I submitted a deficient budget and received support from the ICS to close the gap, and opportunities were flagged to apply for funds for transformation activities.”

“Significant money has been given back without full consultation and we’re trying to rectify this going forward. There are opportunities to work with local authorities to hold money that could help local community as well as balancing the system. There are also problems regarding inflation and a massive increase in costs.

“We’ve had some better discussions around tough challenges and an ICS that is in the top 10 for deficit is being heavily pressed by NHSEI to come into balance. There is public recognition of the reasons for difficulties and the absence of certain facilities. I don’t see how partner members can have full board responsibilities.”

“The point of ICSs is to spread the risk over a large population base and move resources. However, when place is put in, with the expectation of devolved budgets, the benefit of the large population base is confounded. There’s also an issue with provider collaboratives – decision-making is slowed down, with chief executives unable to attend all meetings.”

“Governance structures should be intermittently checked by chief executives. The board should understand the governance system they partake in, and the chief executive should regularly check this is the case. The

background of the chief executive can influence their assurance style.”

“Information within an organisation is integral to the assurance system. Many failing organisations have lots of data but limited knowledge of how to analyse, interpret and forecast with it. I feel that the NHS is poor at performance analysis and historically organisations do not have this skillset at every level when they should.”

“A number of trusts are starting to talk about their mission as being the health of the population. Only providers can do something about population health. The police and fire service are good at this and hold significant data that allows for advance thinking and a different way of looking at risk – this is something that needs to follow into ICSs from providers.”

These meetings are by invitation only. For further details, visit our events page.

If you have any comments, questions or suggestions about these webinars, please contact: events@good-governance.org.uk