The clock is ticking for the 44 Sustainability and Transformation Plan (STP) footprint areas to draw up their plans and submit them by the end of June. STPs are at the heart of the Government’s objective to drive greater efficiency and improvements in quality across the health system.

Although in many cases there is effective co-operation between the NHS and local authorities, this does not appear to be happening in every case. Indeed, some have claimed that their views are not being sought and that the detailed knowledge of community needs held by Health and Wellbeing Boards is not being factored in.

It is clear that local government involvement is fundamental in developing a high quality STP. Local authority responsibilities around health and wellbeing cannot be ignored and in many ways offer keys to unlocking some of the problems faced by the NHS and delivering patient centred health and social care.

Perhaps one reason for the lack of local government involvement is that there is a lack of confidence on the part of the NHS in the ability of HWBs to deliver change. It is probably also true that local government is wary of the NHS England top down approach to planning, exemplified in the Better Care Fund schemes.

However, local disagreements as to participation in this important process will only lead to a sub-optimal STP.

Local authorities need to fully engage with the process to get a slice of the action. Differences between organisations should be put to one side in order to compete effectively for resources.

Lessons from Vanguards and the Better Care Fund should be shared. Local authorities should also focus on how they can support the aim of seven day working by helping prevent people seeking emergency admissions and assisting with support in the community. There are key roles for local authorities in improving mental health, dementia and learning disability services. Plans also need to be flexible to embrace the potential for devolution.

Local authorities need to ensure that they have meaningful input to STPs. This could happen in a number of ways from formal joint meetings of HWBs, involvement of political leaders, through to pooled teams of officers representing each footprint – doing nothing should not be an option.

Judith Barnes is partner at Bevan Brittan LLP