Brent Integrated Care Partnership (Brent ICP) brings together health and care organisations from across the borough. It aims to work collaboratively with all the health, care and wellbeing organisations that serve the community of Brent.
Brent ICP is dedicated to improving the health and wellbeing of residents and is committed to working with all of our diverse communities to ensure everyone’s needs are met.
We aim to place the resident at the heart of health and care services in order to tackle health inequalities together – working as equal partners and with a collective goal to improve the wellbeing of everyone in Brent.
Brent Integrated Care Partnership (Brent ICP) is made up of a number of health, care and community/voluntary organisations working in partnership with the residents of Brent and the myriad of diverse communities they represent.
Below are links to the principal organisations that do the work to make Brent ICP function, although there are many others who make valuable contributions that are not listed below.
We will deliver
We will work with all local partners to deliver on Brent’s shared commitments, ensuring everything from ‘quick wins’, to medium and longer-term changes are impactful and sustainable.
We will work together
We will work with Brent’s many diverse communities, and with the voluntary and community sector, to create greater connections between parts of the system, such as primary care, public health and the private sector, to ensure we deliver on broader population health objectives.
Led by our Executive Team, we will empower managers and frontline staff to come together as a single team to help deliver ‘bottom-up’ change.
We want to ensure staff have greater ownership of the plan, creating a model of change and delivery that is led from the frontline with clear methodologies for transformation to ensure a consistent and effective approach across the system.
We will put residents at the heart of our work
We will increase the use of co-production – engaging not only different professionals and patients, carers and service-users to secure a broader buy-in to our vision and priorities – but also to invest in shared language and narratives.
This will ensure the partnership recognises the pressures people are under and ensures our work responds to them immediately.
We will make community and resident engagement vital to our workstreams – involving local people in shaping and driving the partnership’s work at every level.
We will ensure that previously seldom-heard voices become often-heard voices that contribute to shaping the delivery of services.
We will dedicate more resource to strategic priorities, including prevention and early intervention, with clarity around roles, responsibilities, metrics, funding and accountability.
We will hold ourselves to account
We will be clear about roles and responsibilities so that we can ensure everyone understands what they are expected to do to support delivery.
We will achieve this by defining local groups within the system governance and communicating clearly with all partners and local stakeholders so that roles and responsibilities are well understood.
We will have a system-wide approach to funding so that we move away from organisational budgets to an agreed set of principles regarding collective funding and an agreed system control total for Brent. This will be centred on the recognised challenges that Brent faces, meaning that the system will thrive or fail together.
We will also ensure that process and governance around future resourcing decisions are clearly communicated and understood by those impacted by those decisions.
Within the system we will also develop clearly defined roles and responsibilities between Brent Borough Partnership and the broader ICS. This will start with a clear ‘ask’ from Brent as to what needs to be delegated locally versus what is managed on a North West London level.
We will develop an objective decision-making process that will analyse challenges and opportunities in partnership – making informed and evidence-based decisions on how to best use collective resources for Brent.
We will develop a shared culture
We will create a ‘one team’ culture with everyone working for Brent, not for their individual organisations.
We recognise the need to develop the enablers to support people in building relationships across the partnership and in generating trust. This includes the need to identify and adopt tools to enable effective communication, share the purpose of the partnership and what this means for everyone.
We will also create ways of listening to and learning from people's experiences of working in an integrated way and invest in education and training that provides a way of helping to bring together teams on the ground.
Tackling health inequalities
We will work with Primary Care Networks (PCN's) and the community to try to deliver prevention and management to people in Brent that do not normally access healthcare services. Manage a patient advice line.
Mental health and wellbeing: co-design culturally appropriate awareness and training sessions with communities and VCS organisations.
Community: implement local action plans with five Brent Connect areas and develop action plans for thematic remits with statutory services. Committed to delivering at least five community events per month.
Engagement and communications: develop targeted communications assets to promote events, vaccinations and health and wellbeing offer to communities. Co-develop translated comms assets with community leaders and work with them to ensure appropriate distribution. Communicate and engage with communities through a range of channels.
Capacity development in the community: provide grants to community organisations to support health and wellbeing in the community. Work with VCS to promote health education and awareness in the community.
Strengthening primary care
GP Access has been identified as a priority area at the National, NW London and Local Borough based level. In Brent, the following changes will be taken forward as a priority:
- Patients will be able to register with a GP practice without documentation
- Patients will have access to a range of healthcare professional in practices
- Easier access to online services for advice, guidance and medical conditions
- Improvement of the patient experience
- More face-to-face appointments on Saturdays.
Developing community care
Heart Failure: co-design and co-implement the proposed new Models of Care / Pathways for Brent Heart Failure Services as part of the Community Services Transformation and create a Heart Failure service that is NICE compliant and closer to home.
Respiratory: co-design and co-implement an integrated model of care for Brent Respiratory Service that is NICE compliment and closer to home.
Frailty: co-design a holistic model and strengthen the current Frailty Model with a joined-up approach that aligns with NW London ICS objectives. This will link in with the NWL Frailty Virtual Ward Model and help prevent hospital admissions.
Rehab and reablement: Rehab and Reablement have been managed separately to focus on immediate priority of extending the Avery Healthcare (Aster unit) contract and to set up a new LA provided reablement service in-house. This takes into account NW London CCG’s community rehab bed review to inform future strategic commissioning plans reporting to the Community Beds review Group.
Children Specialist services: reduce waiting times for social communication/ASD assessments for Under 5s in Brent by understanding demand and capacity; developing the U5 Assessment Pathway; and workforce planning.
Better mental health and wellbeing
Access, Demand and Pathways: improve access to services and maintaining wellness, by working towards increased access to IAPT. Reduce admissions and readmissions. Increase the number of people with SMI cared for in the community. Increase the number of discharges from SMI services.
Employment: improve links and communication between key facets of the system (Health, DWP and Service Providers). Support individuals with mental illness to navigate the system and get the right support at the right time. Stimulate business appetite for recruiting and supporting those with mental health conditions in the workplace.
Housing and Accommodation: Target provision of accommodation options for those with the most complex needs. Improve pathways from in-patient support to low support and independent accommodation. Improve access to independent housing in public and private sectors. Provide more flexible support to our patients.
Children and Young People: Waiting List Initiative and Trajectory need to be updated, NWL Strategic Review CAMHS needs to be completed and resources identified as part of the NWL levelling up agenda. A Joint Strategic Needs Assessment needs to be completed to ascertain post COVID-19 mental health priorities. Core20Plus5 Inequalities programme needs to address Brent CAMHS inequalities.
Terms of reference
Brent Integrated Care Partnership (Brent ICP) is the place based health and care partnership, as set out in the Health and Care Bill 2021.
Brent ICP works to improve health and wellbeing outcomes by targeting inequalities ensuring bespoke delivery tailored to our needs and our communities, as outlined within the Joint Health and Wellbeing Strategy.
These Terms of Reference set out how the Brent ICP Board (will work to strategically direct and oversee the activity and progress in delivering the Brent Joint Health and Wellbeing Strategy and other strategic plans.
Structure and partnership environment
Brent Borough Partnership Board sits within a wider framework of partnerships.
Purpose of the Brent ICP Board
The Brent ICP Board will focus on Brent residents of all ages, and will:
- Set the strategic direction for the Brent ICP, responding to Brent Health and Wellbeing Board (BHWB) policy framework to create system unity and clarity of purpose
- Provide the strategic leadership and drive partnership working for the benefit of our local population, including the delivery plans of the Joint Health and Wellbeing Strategy
- Ensure clear and robust partnership arrangements; minimising duplication with existing structures/governance and holding local leadership to account in the implementation of the Brent ICP / North West London Integrated Care System (NW london ICS)
- Enable effective decision making through the BHWB, by meeting six weeks in advance of the BHWB. A joint Brent ICP Board and BHWB work plan will be annually agreed and will ensure a coherent pathway through decision making structures
- Ensure structures manage thematic delivery effectively, within agreed performance management frameworks. Review the Brent ICP's success in delivering the agreed strategy, outcomes and work programmes, intervening as required to address any concerns
- Respond to changes in the operating environment, such as national policy or regulatory requirements
- Act as champions for the Brent ICP and its key strategies, both within and outside organisations
The composition of the Brent ICP Board contains representatives from the wider partnership environment, including the BHWB, the Brent ICP Executive Committee (Brent ICP EC), the Brent Children’s Trust (BCT) and the NW London ICS.
The following organisations/departments/roles are represented as the core membership:
Organisation / Partnership
Position / detail
Chief Executive (Chair)
Director of Public Health
Cabinet Member for Public Health and Adult Social Care (Chair of BHWB)
Cabinet Member responsible for Children’s Safeguarding, Early Help, and Social Care
Strategic Director Children and Young People (Chair, BCT)
Brent ICP EC
ICP Independent Director (Co-Chair, ICPEC)
Strategic Director Community and Wellbeing (Co-chair ICPEC)
Brent Borough/ ICS
Brent Borough Clinical Director
Brent Borough Director
NW London ICS link
Director, Central London Community Healthcare Trust
Director, London North West University Hospital Trust
Director, Central and North West London NHS Trust
There will be a wider invitation list to the meetings of the Brent ICP Board as required by the agenda - individuals and organisations with known expertise and knowledge may be requested to attend meetings or relevant items.
The Brent ICP Board will meet quarterly, six weeks in advance of the BHWB.
A valid quorum for meetings is half of the members present. No decision shall be taken without:
- One local authority representative
- One provider representative
- One ICPEC representative
- To attend the meetings of the BBPB and when they cannot attend to send a named deputy who has been briefed prior to their attendance.
- To have authority to be able to take action and make decisions as required
- To work together productively to overcome any cross-organisational barriers
- To take the lead on the delivery of specific priorities or actions as required
The role of the Chair is to ensure:
- Brent ICP governance is annually reviewed, to include agreement of a shared work plan with the BHWB
- The Brent ICP Board agrees annually updated delivery plans as required, which must include the JHWS delivery plans
The ICP Independent Director will act as vice chair as required.
All attendees have a duty of confidentiality regarding all information disclosed, shared and discussed between and during Brent ICP Board meetings. There will be occasions when selected information must not be disclosed outside the Brent ICP Board. The person disclosing such information is responsible for identifying it as confidential at the time it is given and for ensuring that its confidential status is identified in all relevant written material. Any challenge to the confidentiality of information will be referred to the Chair, whose decision on the matter will be final.
The administration of the Brent ICP Board will be provided by Brent Council.
Any other subgroup required can be established at the discretion of the Chair.
Decisions may be made about urgent matters without a group meeting providing the written consent of the Chair is sought and given. In this case the Chair must ensure that every effort has been made to consult informally with members and report any decisions taken at the next meeting.
Brent Primary Care Executive Group (PCEG) is established as a group of the NHS North West London Integrated Care Board (NHS NW London).
In keeping with the commitment to maintain and enhance primary care locally, as much business as possible will be transacted at NHS NW London borough level.
PCEG’s role is to oversee the development of primary care at a place based level, ensuring that NW London and national requirements are delivered and assurance provided through both the place based governance arrangements (where a decision impacts only the local geography) and the NW London Local Care governance arrangements (where more than one geography is impacted).