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Annual Performance Report 2016/17 July 2017 PAGE 02 PAGE 01 Annual Performance Report 2016/17 July 2017 PAGE 02 Contents DIRECTOR’S INTRODUCTION ................................................................................................................... 3 STRATEGIC CONTEXT ............................................................................................................................... 4 NATIONAL HEALTH AND WELLBEING OUTCOMES ............................................................................... 4 Performance against the National Health and Wellbeing Outcomes .......................................................... 5 MINISTERIAL STRATEGIC GROUP FOR HEALTH AND COMMUNITY CARE CORE INDICATORS ..... 20 CHILDREN’S OUTCOMES ........................................................................................................................ 22 Performance against the National Outcomes for Children ....................................................................... 22 CRIMINAL JUSTICE OUTCOMES............................................................................................................. 25 Performance against the National Outcomes for Criminal Justice ........................................................... 25 FINANCIAL PERFORMANCE AND BEST VALUE ................................................................................... 26 Integrated Care Fund .............................................................................................................................. 27 Financial Outlook .................................................................................................................................... 27 Best Value .............................................................................................................................................. 27 Financial Reporting on Localities ............................................................................................................ 28 REPORTING ON LOCALITIES .................................................................................................................. 29 COMMUNITY LED SUPPORT ................................................................................................................... 30 INTEGRATION JOINT BOARD – GOVERNANCE AND DECISION MAKING .......................................... 31 LEAD PARTNERSHIP RESPONSIBILITIES ............................................................................................. 32 Allied Health Professions (AHPs) ............................................................................................................ 33 Continence .............................................................................................................................................. 34 Technology Enabled Care (TEC) ............................................................................................................ 34 Joint Equipment Store ............................................................................................................................. 36 Falls Prevention ...................................................................................................................................... 36 Sensory Impairment ................................................................................................................................ 36 OTHER LEAD PARTNERSHIP ARRANGEMENTS ................................................................................... 38 INSPECTION OF SERVICES ..................................................................................................................... 39 Internal Services ..................................................................................................................................... 39 External Services .................................................................................................................................... 41 CHANGE PROGRAMME ........................................................................................................................... 42 THE YEAR AHEAD .................................................................................................................................... 43 APPENDIX 1: NATIONAL HEALTH AND WELLBEING INDICATORS DATA ......................................... 45 APPENDIX 2 - INTEGRATED CARE FUND .............................................................................................. 48 Achievement of ICF Outcomes 2016/17 .................................................................................................. 48 Integrated Care Fund .............................................................................................................................. 48 PAGE 03 DIRECTOR’S INTRODUCTION South Ayrshire Health and Social Care Partnership brings together a wide range of health and social care services into a single operational delivery unit – all with a shared vision to, ‘work together for the best possible health and wellbeing for our communities’. This is the second Annual Performance Report for the South Ayrshire Health and Social Care Partnership. It allows us to reflect on the previous year – celebrate significant progress made and consider our agenda for the year ahead. Over the past 12 months we have worked hard on our priority areas and details of achievements and progress are provided in this report. Our Locality Planning arrangements have continued to develop and mature. Each of the six Locality Planning Groups has identified local priorities that they are addressing through bespoke local arrangements. Our Transformational Change Programme, instigated in 2015/16 has developed further with a range of improvement areas identified such as: Anticipatory Care Planning; the forming of an Intermediate Care Team; developing Community Rehabilitation Services; the redesign of services within Biggart Hospital; supporting service re-design work at University Hospital Ayr; Care at Home service re design; and the implementation of the new Care First Social Work Information System. In Children’s Services – a Joint Children’s Services Improvement Plan has been developed, reflecting the recommendations of the Joint Children’s Services Inspection which took place during the year. The Partnership is still working towards the co-location of teams within communities alongside the alignment of HSCP staff with GP Practices. One major movement in this regard has been the establishment of a HSCP Headquarters based at Elgin House in Ailsa Hospital. The co-location of senior managers, planning, performance and other staff has allowed more efficient arrangements and increased the momentum for change. The Partnership has been established in a challenging environment of increasing demand and on-going austerity, but this has not deflected us from maintaining the provision of high quality front line services which have been delivered within the budget available from the Integration Joint Board. Whilst I am assured by the range of developments that have taken place and which have begun to produce a palpable impact over the last year, this process needs to be further strengthened to allow material improvements to be made to people’s lives in the years ahead. Tim Eltringham Director, South Ayrshire Health and Social Care Partnership PAGE 04 STRATEGIC CONTEXT The South Ayrshire Health and Social Care Partnership was formally established in April 2015 and brings together a wide range of health and social work services into a single operational delivery unit. The Integration Joint Board which is the principal governance group of the Partnership is responsible for planning, resource allocation and for overseeing the delivery of a full range of community health and social care services. These include; those for older people, adults, children and families and people in the Criminal Justice system in South Ayrshire. It is also responsible for a number of Pan-Ayrshire health services relating to Allied Health Professionals, Continence, Joint Equipment, Technology Enabled Care and Sensory Impairment. The Integration Joint Board approved its first Strategic Plan at its inaugural meeting on 2 April, 2015 paragraph 13.1 of the approved Strategic Plan states that it will be reviewed and rolled-on each year. The process followed in this regard has been in accordance with that laid out by Scottish Ministers in Regulation. The Integration Joint Board held a workshop on 18th February 2016, with the Strategic Planning Advisory Group to discuss and agree the text of the updated Strategic Plan. The updated and rolled on Strategic Plan was subsequently approved by the IJB on 17 June 2016. South Ayrshire Health and Social Care Partnership has responsibility for the delivery of the Community Planning Partnership priorities, as outlined in the Single Outcome Agreement, associated with Health and Wellbeing. The HSCP vision is: Working together for the best possible health and wellbeing of our communities To deliver on this vision the Integration Joint Board has agreed the following strategic objectives: We will work together to reduce the inequality gradient and, in particular, address health inequality. We will protect children and vulnerable adults from harm. We will ensure children have the best possible start in life. We will support people to live independently and healthily in local communities. We will prioritise preventative, anticipatory and early intervention approaches. We will proactively integrate health and social care
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