Paper 20: South Ayrshire Strategic Plan

Paper 20 NHS Ayrshire & Arran Meeting: Ayrshire and Arran NHS Board Meeting date: Monday 29 March 2021 Title: South Ayrshire Integration Joint Board Strategic Plan Responsible Director: Tim Eltringham, Chief Officer, South Ayrshire Health and Social Care Partnership Report Author: John Wood, Senior Manager, South Ayrshire Health and Social Care Partnership 1. Purpose This is presented to the Board for: • Discussion This paper relates to: • Integration Joint Board Strategy or Direction This aligns to the following NHSScotland quality ambition(s): • Safe • Effective • Person Centred 2. Report summary 2.1 Situation To present the draft South Ayrshire Health Integration Joint Board Strategic Plan for 2021 – 2024 to the NHS Board for information and comment. The final report will be submitted to the South Ayrshire IJB for approval on 24 March 2021. 2.2 Background The Public Bodies (Joint Working) (Scotland) Act 2014 requires each Integration Authority to produce a strategic commissioning plan (Strategic Plan), to be reviewed after three years. South Ayrshire Health and Social Care Partnership’s (HSCP) Strategic Plan is due for renewal by 1 April 2021 and the Scottish Government have confirmed that these timescales remain in place despite the disruption of COVID-19. As an original ‘pathfinder’ authority – along with East and North Ayrshire HSCPs – South Ayrshire are required to publish a revised Strategic Plan one year ahead of most HSCPs who are working to a date of April 2022. 1 of 4 The Integration Joint Board (IJB) has a duty to share the plan with the local authority and NHS Board in advance of publication and this report satisfies that formal requirement. South Ayrshire IJB will agree the text of the Strategic Plan at its meeting on 24 March 2021 and the document will thereafter receive further design/formatting updates before publication. The draft strategy is attached as Appendix 1. 2.3 Assessment The pandemic has created several barriers to the drafting process, not least our ability to engage as thoroughly as we would have liked as a result of social distancing measures and the general focusing of attention on the COVID-19 response. With this in mind, it has been agreed previously by the IJB that the Strategic Plan – while having high-level ten-year outlook and requiring statutory refresh after three years – will be underpinned by a shorter operational plan of 12-18 months (a ‘bridging plan’). This will be based on COVID-19 learning and recovery and will allow for revised operational plans to fully incorporate the ambitions of the Strategic Plan and further policy developments we anticipate in 2021 (e.g. the output of and response to the Independent Review of Adult Social Care). The Plan sets out the following strategic objectives: • We focus on prevention and tackling inequality • We nurture and are part of communities that care for each other • We work together to give you the right care in the right place • We help to build communities where people feel safe • We are an ambitious and effective Partnership • We are transparent and listen to you • We make a positive impact beyond the services we deliver Initial actions covering the 12-18 month bridging period are contained within the Plan attached and further detailed, long-term commissioning plans are in development. 2.3.1 Quality/patient care The Strategic Plan outlines an emphasis on quality and person-centred care as well as the lead role played by the HSCP in the public protection agenda. Specifically, the HSCP is building on the experience of the past year to create permanent arrangements for enhances support to and assurance of care provided by external (third/independent sector) organisations). 2.3.2 Workforce The ‘enablers’ section of the attached plan for South Ayrshire contains a statement on workforce and we are clear within the document that a happy, skilled workforce are key to the delivery of our strategic objectives. The plan makes statements about continued professional development, learning from COVID-19 and mitigating its negative impacts on the workforce as well as outlining specific areas of work e.g. in relation to social work practice development. The plan also clearly references ongoing work to produce a dedicated Workforce Plan for the HSCP. 2 of 4 2.3.3 Financial Financial implications are clearly set out and the Plan has been drafted in collaboration with finance colleagues as they produce a budget for the IJB and a medium-term financial framework. 2.3.4 Risk assessment/management There are no risk implications of this report as it is strategic in nature. 2.3.5 Equality and diversity, including health inequalities Tackling inequalities is a focus of the Strategic Plan and the HSCP is working to constantly ensure its activity and investment is targeted with this in mind. Our services support those most in need within the community and the HSCP has an emerging greater focus on localities in economic deprivation. An impact assessment has been completed and will be presented to the IJB meeting on 24 March. 2.3.6 Other impacts The Strategic Plan will enable South Ayrshire HSCP to further achieve best value in the services it provides and commissions. The plan places an emphasis on effective partnerships and also signals improvement work to be undertaken on the governance and accountability and performance management within the IJB. The plan draws on the corporate objectives of both the NHS Board and the local authority, seeking to complement these and feeds into the work of the Community Planning Partnership and local outcomes improvement plan. Further work on the South Ayrshire ‘deal’ with the community will be taken forward in collaboration with the CPP. 2.3.7 Communication, involvement, engagement and consultation Progress on the development of the plan so far includes the refresh of the strategic needs assessment and development of detailed locality profiles to form an in-depth needs assessment for the HSCP and its localities. The Planning and Performance Team have surveyed all existing and relevant national and local strategies and have had engagement with colleagues in other HSCPs working to similar timescales. The HSCP Planning and Performance Team have also had internal meetings with all service leads to determine the priorities for their service areas over the short, medium and long-term as well as meeting Senior Managers from the Council and NHS to ensure the strategic plan aligns with and complements the strategic objectives of our partner organisations. Sessions have also been held with the Senior Management Team, the Directorate Management Team, Councillors and the revised Strategic Planning Advisory Group. The Team have been liaising and taking advice on the process from Scottish Government colleagues and Healthcare Improvement Scotland. 3 of 4 We have also attended all Locality Planning Groups to ensure they are engaged and have their views reflected at an early stage and acknowledge that further work is in order to ensure localities are involved in the process. The focus of our external and community engagement was around an online survey of the public, partner organisations and children and young people across South Ayrshire which closed on 6th November. These surveys were complemented by telephone interviews undertaken by Voluntary Action South Ayrshire (VASA) with a number of South Ayrshire citizens on their database. The findings have been written up into a separate report. Engagement with the third sector and community organisations has formed an important part of the engagement exercise. VASA hosted two forums with 65 participants from third sector and community organisations focusing on the experiences the organisations had with the Partnership and priorities for the strategic plan. The sessions provided valuable feedback and will inform the direction of the strategic plan. 2.3.8 Route to the meeting This has been previously considered by internal IJB governance groups and working (Strategic Planning Advisory Group, Three Way Meeting, IJB) as well as by the local authority. A draft plan was approved by the IJB on 16 December. 2.4 Recommendation For discussion. Members are asked to: • Note and provide comment on the content of the draft South Ayrshire Integration Joint Board Strategic Plan. • Note that the final Strategic Plan will be signed off by the IJB on 24 March and will subsequently be designed and formatted for a public audience 3. List of appendices The following appendices are included with this report: • Appendix 1, Draft South Ayrshire IJB Strategic Plan 4 of 4 0 | Page Contents Foreword ............................................................................................ 2 Introduction ........................................................................................ 3 Context ............................................................................................... 0 Challenges and Opportunities .......................................................... 11 Listening to You ............................................................................... 13 2021 – 2031 ..................................................................................... 17 Vision, Values and Principles and ‘The Deal’ .................................. 18 2031 Strategic Priorities ................................................................... 22 Delivery Actions ............................................................................... 25 Enablers ..........................................................................................

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