1. Looking Ahead David Relph, Director

2. Working with others in our city and city region, Bristol Health Partners exists to support efforts to improve the health of those who live in and around Bristol and to help improve the delivery of the services on which they rely, acting as a positive mechanism for change in our health and care community and city region. The mission of the partnership remains to generate significant health gain and improvements in service delivery in and around Bristol by integrating, promoting and developing local strengths in health services, research, innovation and education. Our Purpose

3. Given that Bristol Health Partners is innovative partnership, which brings together NHS Trusts, CCGs, HEIs and the Local Authority and its Health Integration Team work model, we think you would be ideally positioned to give advice about partnership working (value, challenges, opportunities) and how organisations…contribute to the planning and delivery of excellent services as well as prevention of illness and better lifelong health for all. As far as I know this level of joint thinking and collaboration is unique in the UK.

4. Our collective impact

5. Our approach and operating model Health Integration Teams (HITs), designed to: Improve outcomes across the entire patient pathway Create an integrated whole health system approach Promote and facilitate translational research Ensure that successful innovations are spread A platform for collaboration across the health and care system: Promoting ambition and coherence Bringing together local expertise, assets and talent to help tackle the challenges we face and to support the priorities set by local leaders across the city region. Drive change across our city region.

6. Context and Potential – The environment within which we operate We aim to make Bristol the best city in the UK in which to live, work and receive care. The work done by the partnership and its member’s shapes lives in this city and this region – and it is in these terms that we think about our impact. By Bristol we mean the whole metropolitan area and the people who live in and around it – this is the area of interest for the partnership. BHP is not a technocratic proposition – it is an opportunity to think and act together for the good of our region and the people who live here. BHP is a platform that will allow us to promote collaboration and drive integration – via the Health Integration Teams and also at metro level. The work of the partnership is set firmly in the context of broader discussions about city devolution and the commitment to localism in the NHS 5 year forward look. System – and city – level working will be a key feature of our operating environment in the next few years.

7. Sustainability and Transformation Plans - STPs BNSSG footprint – ‘health economy’ level. This more collaborative approach to planning and delivering health and care is the new norm going ahead and that We all need to consider how our activities could be looked at through this lens going forward

8. Sharing the challenge with the public Experimenting with different models Develop propositions for new service models 201520162017201820192020 Conceptualising the strategic challenges ‘Radical’ new action on Prevention Invest in new care models Sustain social care services Bigger share of the improvement coming from system improvements Building public engagement and understanding Invest in new service models Evaluate impact Realise –and distribute – the benefits Changing the balance between organisational and system benefit, improvement and decisions The agenda set by the NHS 5 Year Forward View – and now the STPs - is one that we are committed to supporting

9. Our Plans in the next 12-18 months Broadening Engagement and raising the profile of the partnership and city region Widening Engagement. Raising our joint profile. Deepening our strong commitment to Patient and Public Involvement. Helping the HITs to thrive and developing the HIT model Establishing a better implementation function and funds to support this. Where possible, align HITs to support local strategic priorities. Exec Group leadership of this agenda. Strategic Programmes Initial projects to Exec Group in July. Joint funding bids at P’ship level Urban Living Partnership Solving Urban Challenges with Data

10. Looking ahead Refreshing the partnership agreement – looking at April 2017 and beyond HIT Review Aligning Bristol Health Partners strategy and priorities more closely with HITs Taking account of system priorities –new Sustainability and Transformation plan. Strengthening sponsorship role of Host HIT organisations

11. How do we continue to exploit the advantages created by the unusually diverse membership of the partnership? No other health partnerships have the membership that we do and we must make the most of the potential reach that this diversity gives our work. Revision of our Collaboration Agreement allows us to clarify the distinct value of BHP in the context an increasingly complex series of organisational networks operating in and across the health system. Any strategic programme work should align to or connect with developing system level work and priorities. We need to start focussing explicitly on understanding the financial/savings benefits of any work done under the auspices of BHP – making the value for money case as well as the collaboration and research translation case. Some other considerations

12. Looking Ahead David Relph, Director