Although a formal committee of Brighton & Hove City Council, the Health & Wellbeing Board has a remit which includes matters relating to the Integrated Care Board (NHS Surrey & Sussex), the Local Safeguarding Boards for Children and Adults and Healthwatch.

 

Title:

Integrated Community Team Leadership Group Plans

 

 

Date of Meeting:

28 July 2026

 

 

Report of: Integrated Community Team Chairs (Jo Martindale and Kaye Duerdoth) and Chas Walker Brighton & Hove Health & Care Partnership Programme Director

 

 

 

Contact:  Chas Walker

 

 

 

Email:

Chas.walker@brighton-hove.gov.uk

 

 

Wards Affected: All

 

 

 

FOR GENERAL RELEASE

 

Executive Summary

 

The publication of the national Neighbourhood health framework sets out a clear expectation of the role of Health & Wellbeing Boards in the development and delivery of the national neighbourhood health framework- Health and Wellbeing Boards have a key leadership and oversight role in developing neighbourhood health at place level.

This report follows on from the last Board meetings report that provided an introduction to neighbourhood health. This report provides the Board with some further context on its responsibilities for neighbourhood health at a place level, updates on the development of our Integrated Community Teams across the city, and introduces and summaries each Integrated Community Team Leadership Group delivery plan

Decisions, recommendations and any options

 

Brighton & Hove Health and Wellbeing Board is recommended to:

1.    Note the context and specific Health & Wellbeing Board responsibilities for neighbourhood health and the development locally of our Integrated Community Teams

2.    To endorse the three Integrated Community Team Leadership Group Delivery Plans

 
  1. Health & Wellbeing Boards responsibilities for the delivery of the national neighbourhood health framework       

1.1.        Health and Wellbeing Boards (HWBs) have a key leadership and oversight role in developing neighbourhood health at place level. The national framework says that HWBs should:

·       Provide collective leadership for neighbourhood health across NHS organisations, local authorities, social care, public health, VCSE partners and communities.

·       Lead the development of local Neighbourhood Health Plans, ensuring that neighbourhood health priorities are agreed across partners and grounded in local needs.

·       Define locally relevant outcomes and measures, alongside the national metrics, through the neighbourhood health planning process. The framework states that locally developed aims and outcomes should be defined through plans designed under the collective leadership of the HWB.

·       Work with communities, health and care organisations, and wider partners to establish outcome measures covering the whole life course and reflecting both health and social care needs.

·       Use local intelligence and population health needs (building on existing HWB functions such as the Joint Strategic Needs Assessment and Joint Local Health and Wellbeing Strategy) to shape neighbourhood health priorities and address inequalities. This is reflected in the framework's expectation that local goals complement national goals and are tailored to community needs.

1.2.        In practical terms the framework positions the HWB less as an operational delivery body and more as the place-based partnership forum that convenes partners, sets the strategic direction, agrees outcomes, and signs off the local neighbourhood health approach. Operational delivery sits with providers, neighbourhood teams, local authorities and NHS organisations, while the HWB provides the overarching local leadership and accountability framework.

 

  1. Introduction to Integrated Community Teams

 

2.1.        The Sussex Neighbourhood Health Framework is our System agreed model for the delivery of Neighbourhood Health. It clearly sets out the role of Integrated Community Teams (ICTs) as the core mechanism for delivering neighbourhood health at a local level. Their role is to bring together professionals and services across organisational boundaries so that care is coordinated around people and communities rather than around individual services or institutions

2.2.        As a place partnership we agreed with our Sussex System partners that Brighton & Hove as a single ICT, but with three defined neighbourhoods that create the right footprint for delivering neighbourhood health. The three neighbourhood areas are B&H West ICT, B&H Central ICT and B&H East ICT. Each of these ICTs have their own Leadership Groups and own Delivery Plans. In addition, our Place partnership recognises that the city’s health & care demographics are both defined by geography, but also by communities of identity, so we have an additional neighbourhood health partnership that works on a city footprint level delivering integrated health & care to people who are homeless with multiple compound needs. The map below is an illustration of our Place-based neighbourhood health footprint

 
 

 

 

 

 

 

 

 

 

 

 

 

 


2.3.        Our ICTs were formed in 2024, and our three neighbourhood based ICTs are currently Chaired through our VCSE community development partners, Hangleton & Knoll Project and Trust for Developing Communities, with clinical leadership being delivered by each PCN Clinical Director. Wider membership of the leadership groups includes each of local NHS Trust partners, Local Authority, Community/ Patient representation and wider VCSE partners.

2.4.        Each ICT has developed a data and community insight pack of information based on the needs of the local communities in their footprint. They are delivering a range of early integrated health & care initiatives with a significant focus on tackling local health inequalities. They are supporting the Sussex System led core offer around people with highest and ongoing needs through establishing clinically led MDTs. And they have pulled all this work together into high level delivery plan’s which are appended to this report for endorsement by the Board. At the meeting we will spend more time bringing this work to life

  1. ICT Leadership Group Plans

3.1.        The leadership group plans provide high level information covering:

·         Footprint area

·         Population demographics, data on local health & care needs and community insight

·         Membership of the ICT leadership groups

·         ICT leadership groups delivery structures

·         How each ICT leadership group will support the System led core offer and the associated NHS commissioning intentions outcome targets for neighbourhood health

·         How each ICT has reviewed local health & care data/ insight and developed a targeted offer of integrated health & care bespoke to the local communities in their footprint

·         These all then translate into a delivery plan for 2026/27 noting most deliverables are already being delivered. The ambition section of the delivery plan focuses on the anticipated neighbourhood health transformation funding which will flow through the neighbourhood alliance to ICTs to help accelerate and build delivery capacity of ICTs

3.2.        These Leadership Group Plans have been developed through each of the ICT Leadership Groups, shared with wider System partners and then been through our Place Delivery Board for review and are now coming to our Health & Wellbeing Board for final endorsement.

  1. Health & Wellbeing Board Place-based Neighbourhood Health Plan

4.1.        As set out in section one of the report, there is a requirement for HWBs to produce Place-based Neighbourhood Health Plans.

4.2.        These local ICT Delivery Plans will feed into a new Brighton & Hove Neighbourhood Health Plan, alongside our recent refresh of our population health data and the work we are doing through the Board development workshops to agree a set of priorities for the Board going forward.

4.3.        The new Place-based HWB Neighbourhood Health Plans need to work alongside wider System neighbourhood health planning to ensure they don’t duplicate or contradict each other. Directors of Adult Social Care are meeting with the Sussex Neighbourhood Health Alliance to start this work.

 

5.   Important considerations and implications

 

            Legal:

 

5.1       Neighbourhood health reform is one of the key elements of the new NHS 10-year Health Plan. The national Health Neighbourhood Framework published 17 March 2026 provides the guidance and framework to deliver this reform which requires “…neighbourhood health to have clear national minimum goals and objectives, complemented by locally developed aims and outcomes, specific to communities.” The national Framework provides that such aims and outcomes “will be defined locally through the neighbourhood health plan, designed under the collective leadership of the HWB.” Further “…during the 2026 to 2027 financial year, as part of developing neighbourhood health plans for the 2027 to 2028 financial year, HWB members will need to work with communities, health and care organisations and wider partners on how to establish outcome measures that cover the whole life course of the individual and reflect both health and social care needs.”

 

Lawyer consulted:        Alice Macnair                            Date: 15th July 2026

 

 

 

            Finance:

 

5.2  The Neighbourhood Health Reform and Neighbourhood Health Plan will ensure strong alignment across the NHS, social care, public health and community services. It’s aims include delivering care that is more timely, more personal, and closer to home.

 

This will inform priorities, budget development and the Medium-Term Financial strategy of the partner organisations, including the Better Care Fund. This requires a joined-up process for budget setting in relation to all local public services where appropriate, and will ensure that there is an open, transparent and integrated approach to planning and provision of services. Any changes in service delivery for the council will be subject to recommissioning processes and will need to be delivered within the available budget.

 

 

 

Finance Officer consulted:       Brian Smith                   Date: 20/07/26

 

 

Equalities:

 

Health inequalities are a significant priority across all neighbourhood health plans

 

 

Sustainability:

.

N/A

 

Health, social care, children’s services and public health:

 

Are all partners in the Integrated Care Partnership and will have shared accountability for the delivery of a Place-based neighbourhood plan

 

 

6.   Supporting documents and information

 

 

Appendices:

 

1          Brighton & Hove West ICT Leadership Group Delivery Plan

2          Brighton & Hove East ICT Leadership Group Delivery Plan

3          Brighton & Hove Central ICT Leadership Group Delivery Plan