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Ayrshire and Arran NHS Board Paper 12 Ayrshire and Arran NHS Board Monday 8 October 2018 South Ayrshire Health and Social Care Partnership – Annual Performance Report 2017-18 Author: Sponsoring Director: Bill Gray, Senior Manager - Planning and Tim Eltringham, Director of Health and Performance, South Ayrshire Health and Social Care – South Ayrshire Social Care Partnership Date: 18 September 2018 Recommendation The Board is asked to consider the content of the Annual Performance Report for the South Ayrshire Health and Social Care Partnership for 2017-18 and highlight any matters that it would wish the Integration Joint Board to consider in relation to this report. Summary The purpose of this report is to provide the Health Board with the approved Annual Performance Report for 2017-18 for the South Ayrshire Health and Social Care Partnership for scrutiny purposes. Glossary of Terms SA HSCP South Ayrshire Health and Social Care Partnership IJB Integration Joint Board 1 of 3 1. Background 1.1 The Scottish Government issued Guidance on Health and Social Care Integration Partnership Performance Reports in March 2016. 1.2 The Guidance requires the publication of performance reports, and indicates that these require to be published within four months of the end of the Financial Year: i.e. by 31 July each year. This report follows the requirements for Annual Performance Reports set out in regulation. 2. Proposals 2.1. It is requested that the Health Board scrutinises this final approved version of the South Ayrshire Partnership’s Annual Performance Report (Appendix 1) which was approved by the Integration Joint Board on 12 September 2018. 2.2. The document will also be submitted to South Ayrshire Council for scrutiny. The Annual Performance Report will be made available to Locality Planning Groups and published on the Partnership’s public website. 2 of 3 Monitoring Form Policy/Strategy Implications The document summarises the performance of services delegated to the IJB through the South Ayrshire Integration Scheme. The report summarises the progress made against the South Ayrshire IJB Strategic Plan 2016-19. Workforce Implications There are no workforce implications arising from consideration of this report. Financial Implications There are no direct financial implications arising from consideration of this report. Consultation (including Scrutiny by South Ayrshire Council’s Service and Professional Committees) Performance Panel Risk Assessment A risk assessment is not appropriate in terms of this report. Best Value Best Value principles of economy , efficiency, • Vision and Leadership effectiveness and equality are address in this report • Effective Partnerships These issues are reflected and addressed in the • Governance and Annual Performance report. Accountability • Use of Resources • Performance Management Compliance with Corporate The report demonstrates the progress that is being Objectives made against the National Health and Wellbeing Outcomes, and through these against the IJB Strategic Plan Objectives. Single Outcome Agreement Measurement is against the IJB Strategic Plan (SOA) Objectives and National Outcomes. Impact Assessment The proposals in this report allow scrutiny of performance. The report does not involve proposals for policies, strategies, procedures, processes, financial decisions and activities (including service delivery), both new and at review, that affect South Ayrshire’s communities and employees, therefore an equality impact assessment is not required. 3 of 3 PAGE 01 Annual Performance Report 2017/18 Second Edition August 2018 PAGE 02 CONTENTS DIRECTOR’S INTRODUCTION ................................................................................................................... 3 STRATEGIC CONTEXT ...............................................................................................................................4 NATIONAL HEALTH AND WELLBEING OUTCOMES ................................................................................. 5 HEALTH AND WELLBEING OUTCOMES .................................................................................................... 6 Performance against the Health and Wellbeing Outcomes ........................................................................... 6 MINISTERIAL STRATEGIC GROUP FOR HEALTH AND COMMUNITY CARE CORE INDICATORS ....... 27 CHILDREN’S OUTCOMES ........................................................................................................................ 35 Performance against the National Outcomes for Children .......................................................................... 35 COMMUNITY JUSTICE OUTCOMES ........................................................................................................ 42 Performance against the National Outcomes for Justice Services .............................................................. 42 FINANCIAL PERFORMANCE AND BEST VALUE ..................................................................................... 44 COMMUNITY ACTIVITY ............................................................................................................................ 47 Locality Planning Groups ............................................................................................................................ 47 Participatory Budgeting............................................................................................................................... 48 Community Led Support ............................................................................................................................. 49 Third Sector ................................................................................................................................................ 50 Community Link Practitioners ..................................................................................................................... 51 INTEGRATION JOINT BOARD – GOVERNANCE AND DECISION MAKING ............................................ 52 LEAD PARTNERSHIP RESPONSIBILITIES .............................................................................................. 53 Allied Health Professions (AHPs) ............................................................................................................... 53 Continence ................................................................................................................................................. 53 Technology Enabled Care (TEC) ................................................................................................................ 54 Joint Equipment Store ................................................................................................................................ 55 Falls Prevention .......................................................................................................................................... 55 Sensory Impairment ................................................................................................................................... 56 OTHER LEAD PARTNERSHIP ARRANGEMENTS .................................................................................... 58 CLINICAL DIRECTOR’S REPORT ............................................................................................................. 59 INSPECTION OF SERVICES ..................................................................................................................... 60 CHANGE PROGRAMME ........................................................................................................................... 64 THE YEAR AHEAD .................................................................................................................................... 65 REVISED STRATEGIC PLAN .................................................................................................................... 66 APPENDIX 1: NATIONAL HEALTH AND WELLBEING INDICATORS DATA ............................................ 67 APPENDIX 2: INTEGRATED CARE FUND 2017-2018 ............................................................................. 70 PAGE 03 DIRECTOR’S INTRODUCTION This is the 3rd Annual Performance Report of the South Ayrshire Health and Social Care Partnership which was established in 2015. In the intervening period, much work has been done to modernise and to integrate services through improved multi-disciplinary working as envisaged in the 2014 Public Bodies (Joint Working) (Scotland) Act. In this time, the Integration Joint Board has established a clear blueprint for the commissioning and resourcing of health and social care by means of its Strategic Plan for 2015-18. This planning framework has been further developed through a number of strategy documents and commissioning plans and 2017 saw the approval of two key strategies for Adult Community Learning Disability and Adult Community Mental Health Services. The operating environment for the Partnership continues to be extremely challenging both in terms of demographic pressures and the current funding available to meet these demands. South Ayrshire has a larger elderly population than is typical across Scotland as a whole and it is forecast to continue to rise in the period to 2039. In addition with the drive to improve the transfer of care process from acute hospitals to the community, the demand for care home places and care at home services is increasing significantly and will continue to increase. The Integration Joint Board has approved a significant programme
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