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Ayrshire and Arran NHS Board Paper 22 Ayrshire and Arran NHS Board Monday 27 May 2019 South Ayrshire IJB Strategic Plan 2018-21 Author: Sponsoring Director: Bill Gray, Senior Manager, Planning Tim Eltringham, Director of South Ayrshire and Performance Health and Social Care Partnership Date: 9 May 2019 Recommendation The Board is asked to note the South Ayrshire IJB Strategic Plan for the period 2018-2021 (Appendix 1) and recommends the NHS Ayrshire and Arran Board to give practical effect to the Vision, Mission, Values, Strategic Objectives and the Partnership Programme detailed within this strategic commissioning document. Summary The Strategic Plan is the Integration Joint Board’s primary strategic document setting out the Partnership’s Vision, Mission, Values, Strategic Objectives and Programme and forms the basis on which it commissions services from NHS Ayrshire and Arran and South Ayrshire Counci l and other providers. Key Messages: Funding pressures in the three year period covered by the Strategic Plan require significant transformational activity to achieve break even. The IJB will require further on- going consideration of the resourcing of demographic pressures which have been identified within the Strategic Needs Assessment (Appendix 2) as significant, and seek support from partners to address these needs. Glossary of Terms NHS A&A NHS Ayrshire & Arran IJB Integration Joint Board Strategic Needs Assessment Describes the current and future health, care and wellbeing needs of the local population to inform the local Strategy for Heath and Social Care. 1 of 4 1. Background Information The South Ayrshire IJB Strategic Plan is the second plan for health and social care activity within South Ayrshire since the inception of health and social care integration in 2015. The Plan was created by a Strategic Plan Writing Group consisting of representatives from various organisations, services and sectors, including: NHS Ayrshire and Arran, Public Health, Partnership Senior Management, Third Sector, Independent Sector, South Ayrshire Counci l including Housing Policy, and the Trades Unions. The IJB Strategic Plan was approved by South Ayrshire IJB on the 27th June 2018. The Plan establishes the Partnership’s Vision, Mission and Values; outlines the national and local context and current operating environment; sets out its Strategic Objectives and overarching priorities for ensuing delivery against the National Health and Wellbeing Outcomes; contains an Implementation Plan to manage delivery under each Strategic Objective; contains resource considerations and includes final budget figures; a summary of the strategic needs assessment work; performance monitoring information; information on the role of housing and other partners; locality planning priorities; and summary information on each locality. 2. Recommendation The Board is asked to note the South Ayrshire IJB Strategic Plan for the period 2018-2021 (Appendix 1) and recommends the NHS Ayrshire and Arran Board to give practical effect to the Vision, Mission, Values, Strategic Objectives and the Partnership Programme detailed within this strategic commissioning document. However, funding pressures in the three year period covered by the Strategic Plan require significant transformational activity to achieve break even. The IJB require further on- going consideration of the resourcing of demographic pressures which have been identified within the Strategic Needs Assessment (Appendix 2) as significant, and seek support from partners to address these needs. 2 of 4 Monitoring Form Policy/Strategy Implications The Strategic Plan is the Integration Joint Board’s primary strategic document setting out the Partnership’s Vision, Mission, Values, Strategic Objectives and Programme and forms the basis on which it will commission services from NHS Ayrshire and Arran and South Ayrshire Council. Workforce Implications The staffing establishment that will be within the scope of the Partnership is set out on page 39 of the 2018-21 Strategic Plan. Financial Implications The financial resources available to deliver Plan Objectives and the Plan Programme are detailed on page 39 of the 2018-21 Strategic Plan. Work is continuing to identify improved practice and transformation of service to increase the ability of the Partnership to deliver service within the funds available. Consultation (including As required by legislation, the Members of the Professional Committees) Strategic Planning Advisory Group have considered each draft and have been engaged in the development of the document. The undernoted stakeholders have also been consulted directly on the development of the Plan, or in some cases, have had the opportunity to attend si x public events held throughout South Ayrshire: • Health and Social Care professionals • Users of Health and Social Care • Carers • Providers of Health and Social Care • Partnership employees • Locality Planning Group members • Third sector • Independent Sector • Public Risk Assessment As noted in the current IJB strategic risk register, the current funding position remains the most significant risk to the successful delivery of IJB’s Strategic Outcomes and impacts negatively on progress against National Outcomes and the IJB Strategic Plan. Best Value Best value is an underpinning principle of all work carried out in actioning the IJB Strategic Plan and is discussed in the following pages within the Plan: - Vision and leadership Pages 26-37 - Effective partnerships Pages 8-13; 22-25 - Governance and Pages 5-7 accountability - Use of resources Pages 38-41 - Performance management Pages 14-17 3 of 4 Compliance with Corporate The IJB Strategic Plan supports all NHS Ayrshire and Objectives Arran corporate objectives. Single Outcome Agreement South Ayrshire Local Outcomes Improvement Plan and (SOA) Local Place Plans 2017 states that “The South Ayrshire Community Planning Partnership’s overall focus is on: • closing the poverty-related outcomes gap for children and young people in South Ayrshire • supporting older people to live in good health This will be supported by a partnership wide focus on four priority areas: • improving outcomes for looked after children and care leavers • Providing support for young people who are carers • Reducing social isolation and loneliness • Support for people living with dementia and their carers.” The IJB Strategic Plan supports all of the four priority areas listed above. Impact Assessment An Equality Impact Assessment (EQIA) has been carried out (Appendix 3) 4 of 4 Integration Joint Board: Strategic Plan 2018-2021 Working together for the best possible health and wellbeing of our communities. 02 | Plan contents Foreword 03 Who We Are 04 Introduction 06 Previous Plan Progress 14 Strategic Context: and the need for transformational change 18 Locality Planning And Local Priorities 24 Partnership Programme 26 Resource Overview 38 Strategic Plan Review 42 Glossary 43 Implementation Plan 44 Appendix 1 – Summary Needs 47 Appendix 2 – Locality Planning Groups: Priorities For The Plan Period 56 Appendix 3 – National Outcomes For Integration 64 Appendix 4 – Housing Contributions Statement 65 | 03 Foreword Comprehensive governance arrangements have been put in place within the IJB and within the delivery vehicle – the South Ayrshire Health and Social Care Partnership. Partnership working is at the heart of operational and planning arrangements and we need contributions from all stakeholders – patients, service users, carers, staff, professionals, locality planning groups and from partner organisations from across the sectors. A summary of the key achievements over the 2015-18 planning period is included in this document. The progress made is in large part due to the dedication and commitment of staff within the Partnership and I would like to thank them This is the second full Strategic for their contribution. Many have taken on unfamiliar roles and demonstrated an ability to work collaboratively with Plan of the South Ayrshire Integration colleagues from other disciplines and with partner agencies Joint Board (IJB). In the three years since and the wider public. the Board was first established significant The planning period ahead will see a continuing drive for progress has been made, locally, on a wide transformational change in services and in the way that support is provided, with greater emphasis on care at home and support range of health and social care issues. in the community, rather than within a hospital setting. This will mean the further integration of services and different ways of working, not just within the public sector, but across all sectors. The IJB will support the health and wellbeing of our children and young people as part of an integrated agenda with Community Planning Partners around the delivery of services with a particular focus on child protection, looked after children and care leavers. Providing choice and control for service users is a key principle for the Integration Joint Board and this will mean changing the culture within our partnership and we will support staff from across the sectors to make this change. Similarly, we will seek to support the changing role of GPs and Primary Care Services as the role of family doctors changes to be that of expert medical generalist supported by a full multi- disciplinary team of other health and care professionals. All of the work that will be taken forward continues to be done within the context of a challenging financial and operational environment which will require transformational change
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