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 of transformational change designed to deliver against Integration Planning Principles in a way that sees more people being looked after in their local communities by community based services, provided across the sectors, in a way that is preventative and focuses on the broader aspects of wellbeing, including targeting those that are isolated and lonely. This programme of work has also been designed to deliver financial efficiencies to meet savings requirements in the delegated funding allocations from South Ayrshire Council and NHS Ayrshire and Arran which comprise the IJB Integrated Budget. Efficiencies will also be used whenever possible to redirect funding to areas of greatest need such as those arising from increasing demographic pressures. Against this background, the small underspend of just under £1m in the Integrated Budget for 2017-18 will be very difficult, if not impossible to repeat in future years. During 2017-18 several areas report positive progress, including the number of people receiving care and support who rate it as excellent or good, together with the number reporting that they have had a say in how their care is provided. Positive too are the high numbers of people supported at home who are reporting that their support has had an impact on improving or maintaining their quality of life. An increasing number of staff employed within the scope of the Partnership rated it as a good place to work in 2017. Likewise there is evidence of improving educational attainment amongst Looked After Children. However, there is also more to do in a number of areas, perhaps most markedly in relation to emergency admissions and the transfer of care process from acute hospitals to the community. Finally, 2017 saw continued focus on growing community assets through the Community Led Support programme, the development of the South Ayrshire Life Community Information Database with the 3rd Sector Interface, Voluntary Action South Ayrshire, and highly successful Community Decision Days led by Locality Planning Groups where funds were allocated to local organisations to meet locally identified needs. Tim Eltringham, Director of Health and Social Care PAGE 04 STRATEGIC CONTEXT The South Ayrshire Health and Social Care Partnership was formally established on 1st April 2015 and brings together a wide range of health and social work services into a single operational delivery unit. The Integration Joint Board (IJB) which is the principal governance body of the Partnership is responsible for strategic planning, resource allocation and for overseeing the delivery of a full range of community health and social care services. These include: services for older people, adults, children and families and people in the Justice System in South Ayrshire. In 2017-18 it was also responsible for a number of Pan-Ayrshire health services relating to Allied Health Professions, Continence, Joint Equipment, Technology Enabled Care, Sensory Impairment, and Family Nurse Partnership. The Integration Joint Board approved its first Strategic Plan at its inaugural meeting on 2 April, 2015. A new Strategic Plan has been developed for the period 2018-2021 and this was approved by the IJB at its meeting on 27th June, 2018. This aims to provide a 10-year vision for integrated health and social care services and contains a three-year strategic planning framework for 2018-21. It sets out an agreed programme for the Partnership and how it will use its resources to integrate services in pursuit