Integrated Care Partnership (ICP)

Role of the Suffolk and North East Essex ICP

Suffolk and North East Essex ICP was:

• a forum to build on the joint positive working between all partners in Suffolk and North East Essex
  ICS across the NHS, local authorities and VCSE sector with partners coming together under a
  distributed leadership model and committing to working together equally.
• used a collective model of decision-making that seeks to find consensus between system partners and
  make decisions based on unanimity as the norm, including working though difficult issues where
  appropriate.
• agreed arrangements for transparency and local accountability, including meeting in public with
  minutes and papers available online.
• championed co-production and inclusiveness throughout the ICS.
• heard the voices of those with lived experience including those experiencing disadvantage and
  marginalisation so that they inform strategic thinking and planning.
• signed off the strategic intent for the health and social care system including the development of the
  integrated care strategy underpinned by outcome based approaches that ensure a focus on improving
  outcomes for people, including improved health and wellbeing, supporting people to live more
  independent lives, and reduced health inequalities.
• created a learning system, sharing evidence and insight across and beyond the ICS, crossing
  organisational and professional boundaries. Facilitate ‘System Learning’ and ‘Thinking Differently
  Together’ across the ICS through a range of collective mechanisms and initiatives accessible to all
  stakeholders.
• oversaw integration between the NHS, local government (social care and public health) and VCSE
  sector (including conversations about shared budgets and investment).
• supported the triple aim (better health for everyone, better care for all and efficient use of NHS
  resources), the legal duties on statutory bodies to co-operate and the principle of subsidiarity (that
  decision-making should happen at the most local appropriate level).
• ensured place-based partnership arrangements are supported, and have appropriate resource,
  capacity and autonomy to address community priorities, in line with the principle of subsidiarity.
• drove the delivery of a shift of resources into prevention developing a clear view on the contribution of
  the health and social care system into prevention and the determinants of health.
• drew on the experience and expertise of professional, clinical, political and community leaders and
  promote strong clinical and professional system leadership.
• heard the voices of those on the frontline so that they inform strategic thinking and planning.
• operated a collective model of accountability, where partners hold each other mutually accountable
  for their shared and individual organisational contributions to shared objectives.
• held one another collectively accountable in our role as “anchor institutions”.
• supported the work of the health and wellbeing boards (HWBs) and contribute to their work with
  broader partners on the wider determinants of health.
• owned the collective brand and identity of the Suffolk and North East Essex ICS..