Appendix 1

Neighbourhood Alliance

Delivery Plan 2026/27

In line with Sussex ICB commissioning intentions, partners within the Sussex Provider Collaborative have agreed to work together under the name of the Neighbourhood Alliance to deliver the specific asks of the commissioning intentions 2026/27. The Neighbourhood Alliance reflects our joint approach and shared purpose, rather than a formal organisational entity.

Neighbourhood Alliance Delivery Focus

• Deliver preventative and proactive care for high-need populations.
• ICT-led targeted interventions.
• Achieve 10% reduction in avoidable emergency admissions by March 2027.
• Achieve a 15% increase in uptake of vaccination and screening in underserved communities.
• Contribute to health inequalities and Children & Young People (CYP) programmes.

Neighbourhood Alliance Formation

Sussex ICB intends to contract with; SCFT, SPFT, Primary Care PC and ESHT NHS providers to deliver the commissioning intentions 2026/27 aims. This group of providers have agreed to a Contractual Joint Venture (CJV) contractual model with SCFT acting as the lead-pass through provider.

The expectation is that the CJV partners (known as the Neighbourhood Alliance) will have the ability to subcontract at an ICT level to deliver elements of the specification.

The Neighbourhood Alliance recognises the importance of wider system deliver partners to achieve the aims and objectives of the commissioning intentions. Therefore, the Alliance will form an MoU partnership agreement that includes the SVLA, Hospice Alliance, and the three Local Authorities. This will ensure design, development, and delivery at ICT level.

Fig.1 Contract Model Illustration

Transformation Funding

Sussex ICB has confirmed that the commissioned activity outlined in the Commissioning Intentions for the Neighbourhood Alliance will be supported by a Transformation Fund, created from a 1% reduction in acute non-elective costs. In addition, an ICT Innovation Fund (total £3m) will be available for ICTs to bid for, all aimed at reducing avoidable emergency admissions.

Programme Infrastructure and Delivery Approach

To maintain continuity of the current delivery programme (Highest and Ongoing Needs), the infrastructure process will:

• Sustain and streamline governance to ensure stability while enabling flexibility for emerging requirements. 
• Integrate updated governance and contractual obligations into programme design in preparation for the new contract. 
• Embed the ICT programme within this framework, using interoperable systems and secure data-sharing to support local care delivery.

This approach will:

• Enable a smooth transition from current operations to future requirements. 
• Keep services reliable while creating space for innovation and improvement.

Key Components

• Programme Design: Incorporate direct input from ICTs to ensure responsiveness to local needs. 
• Governance: Align and streamline governance to:

o Position the Neighbourhood Alliance ICT programme as the primary delivery model.

o Embed place-based partnerships and Health & Wellbeing Boards (HWBB) planning.

o Include place-based representatives within the Alliance Board, Programme Board, and ICT structures.

o Leadership: Support ICT cluster leadership and ensure clear reporting into programme governance.

Alignment with MoU Principles

This approach aligns with commitments in the Neighbourhood Alliance MoU, prioritising ICT design and development and supporting ICTs to evolve as self-organising, accountable entities capable of direct commissioning.

Fig.2 Draft Neighbourhood Governance Schematic