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Paper 11 Ayrshire and Arran NHS Board Monday 21 May 2018 East Ayrshire Health and Social Care Partnership Strategic Plan 2018/21 Report Author: Sponsoring Director: Erik Sutherland, Senior Manager, East Eddie Fraser, Director, East Ayrshire Health Ayrshire Health & Social Care Partnership & Social Care Partnership Date: 30 April 2018 Recommendation The Board is asked to: i. receive the report; ii. endorse on the draft the Strategic Plan 2018-21 (Appendix I) ; iii. edndorse the Workforce Plan 2018-21(Appendix II) ; iv. endorse the Property and Asset Management Strategy 2018-21(Appendix III); v. note the Service Improvement Plans (Appendix IV); vi. note that in meeting our duty to consult the Strategic Plan, Workforce Plan, and Property and Asset Management Strategy covering the period 2018-21 was presented to the East Ayrshire Strategic Planning Group on 18 April 2018; vii. note that the reports have been approved by the Integration Joint Board at the meeting on 26 April 2018; viii. note that the reports will also be presented to East Ayrshire Council on 10 May 2018 in line with the initial agreement between partners, ix. note the Chief Officer is instructed to commission services from NHS Ayrshire & Arran and East Ayrshire Council in line with the 2018/19 budget; x. note the Chief Officer is instructed to develop detailed Directions to East Ayrshire Council and NHS Ayrshire & Arran in line with the finalised budget as detailed in June 2018; and xi. otherwise comment on the report. 1 of 10 Summary The Public Bodies (Joint Working) (Scotland) Act 2014 places a duty on the Integration Joint Board to develop a Strategic Plan for the integrated functions and budgets under its control. The Strategic Plan is the document setting out the arrangements for carrying out the integration functions and how these are intended to contribute to the achievement of the relevant national health and wellbeing outcomes for the Health and Social Care Partnership. Due to the expanded scope of the delegated functions to East Ayrshire Integration Joint Board, relevant outcomes in relation to Children and Young People and Justice are also included. The Workforce Plan and Property and Asset Management Strategy complement and support the Strategic Plan. Glossary of Terms CIPD Chartered Institute of Personnel and Development HSCP Health and Social Care Partnership IJB Integration Joint Board 2 of 10 1. Situation The Integration Scheme establishing East Ayrshire Health and Social Care Partnership came into effect on 1 April 2015 with the Integration Joint Board formally meeting for the first time on 2 April 2015. The Strategic Plan is a key mechanism by which the Integration Joint Board will provide detail on the implementation of the Public Bodies (Joint Working) (Scotland) 2014, it is in effect the Business Plan for the Health and Social Care Partnership. 2. Background The Public Bodies (Joint Working) (Scotland) Act 2014 places a duty on the Integration Joint Board to develop a Strategic Plan for the integrated functions and budgets under its control. The Strategic Plan is the document setting out the arrangements for carrying out the integration functions and how these are intended to contribute to the achievement of the relevant national health and wellbeing outcomes for the HSCP. Due to the expanded scope of the delegated functions to East Ayrshire IJB, relevant outcomes in relation to Children and Young People and Justice are also included. The Workforce Plan and Property and Asset Management Strategy complement and support the Strategic Plan. The remainder of this report outlines the content the Strategies and Plans for the next three year period. 3. Strategic Plan The Integration Scheme establishing East Ayrshire HSCP came into effect on 1 April 2015 with the IJB formally meeting for the first time on 2 April 2015. At that inaugural meeting of the IJB, the Strategic Plan for 2015-18 was approved. The Strategic Plan 2015-18 has been reviewed annually through the Strategic Planning Group and presented to partners through East Ayrshire Council and the NHS Board alongside the delegated budget. A second Strategic Plan is now required covering the period 2018-21. The Strategic Plan must have regard to the integration delivery principles: Integration Delivery Principles i. that the main purpose of services which are provided in pursuance of integration functions is to improve the wellbeing of service-users, ii. that, in so far as consistent with the main purpose, those services should be provided in a way which, so far as possible; iii. is integrated from the point of view of service-users, iv. takes account of the particular needs of different service-users, v. takes account of the particular needs of service-users in different parts of the area in which the service is being provided, vi. takes account of the particular characteristics and circumstances of different service-users, 3 of 10 vii. respects the rights of service-users, viii. takes account of the dignity of service-users, ix. takes account of the participation by service-users in the community in which service-users live, x. protects and improves the safety of service-users, xi. improves the quality of the service, xii. is planned and led locally in a way which is engaged with the community (including in particular service-users, those who look after service-users and those who are involved in the provision of health or social care), xiii. best anticipates needs and prevents them arising, and xiv. makes the best use of the available facilities, people and other resources. The Strategic Plan must also have regard to the national health and wellbeing outcomes and with the full scope of the delegated functions also include the National Outcomes for Children and Young People and Justice, detailed below: National Outcomes for Children Outcome 1 Our children have the best start in life. Outcome 2 Our young people are successful learners, confident individuals, effective contributors and responsible citizens. Outcome 3 We have improved the life chances for children, young people and families at risk. Health and Wellbeing Outcomes Outcome 4 People are able to look after and improve their own health and wellbeing and live in good health for longer. Outcome 5 People, including those with disabilities, long term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community. Outcome 6 People who use health and social care services have positive experiences of those services, and have their dignity respected. Outcome 7 Health and social care services are centred on helping to maintain or improve the quality of life of people who use those services. Outcome 8 Health and social care services contribute to reducing health inequalities. Outcome 9 People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing. Outcome 10 People who use health and social care services are safe from harm. Outcome 11 People who work in health and social care services feel engaged with the work they do and are supported to continuously improve 4 of 10 the information, support, care and treatment they provide. Outcome 12 Resources are used effectively and efficiently in the provision of health and social care services. National Outcomes Justice Outcome 13 Community safety and public protection. Outcome 14 The reduction of reoffending. Outcome 15 Social inclusion to support desistance from offending. Through our Annual Review process we have been able to recognise the increasingly challenging operational context and to further develop our Strategic Plan during 2017/18 to ensure a stronger focus on strategic commissioning for sustainable outcomes within a constrained resourcing envelope and strengthening partnership working in Localities to deliver on our priorities. The Strategic Plan 2018-21 centres on the ‘triple aim’ of better care, better health and better value (Appendix I). As such it refocuses activity on a smaller number of core themes. These are: scaling up work on prevention and early intervention across all ages; supporting New Models of Care; building Capacity in Primary and Community Care; and Transformation and Sustainability. The Strategic Plan reviews progress over the last three years, sets out the programme of engagement agreed through the Strategic Planning Group and reiterates the vision and values that will guide our work. A refresh of the assessment of needs, assets and performance is provided in the Plan. The four core themes are further described in the Plan, with a greater level of detail provided on Lead Partnership arrangements. The Strategic Plan 2018-21 outlines the changing policy and legislative framework, including the Carers (Scotland) Act 2016, the national Mental Health and Dementia Strategies, the 2018 General Medical Services contract in Scotland and the Digital Health and Social Care Strategy. Linked partner Transformation Strategies for East Ayrshire Council and NHS Ayrshire & Arran are cited as is the health and social care regional planning work on the West of Scotland Regional Delivery Plan. A Financial Framework section highlights the extent of the challenge facing public bodies in general and the implications of this for the Integration Joint Board as described in the Medium Term Financial Plan agreed at the 30th November 2017 meeting. This projects a demand and cost-pressure gap of almost £38M by 2021/22. Strategic Commissioning Intentions are detailed in the Plan for the core themes outlined above. 5 of 10 The Strategic Commissioning Intention related to Prevention and Early Intervention is focused on scaling up action on the main wellbeing challenges of alcohol, tobacco and obesity across all ages. The population and resource impact of this are quantified.
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