Item 12 - Strategic Commissioning Plan
North Lanarkshire Council · 22 June 2022
Back to Health and Social Care Integration Joint Board — 22 June 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 REPORT Item No: 12 SUBJECT: Strategic Commissioning Plan 2023-2026 TO: North Integration Joint Board Lead Officer for Report: Ross McGuffie Chief officer Author(s) of Report Morag Dendy Head of Planning, Performance and Quality Assurance DATE: 22nd June 2022 1. PURPOSE OF REPORT This paper is coming to the IJB For approval For endorsement To note 2. ROUTE TO THE BOARD This paper has been: Prepared By: Head of Planning, Performance and Quality Assurance Reviewed By: Chief Officer Endorsed By: Strategic Leadership Team 3. RECOMMENDATIONS 3.1 1. Seeking endorsement of our approach from IJB 2. Seeking promotion of the approach to encourage wide participation in the development of the 2023 – 2026 Strategic Commissioning Plan 4. VARIATIONS TO DIRECTIONS? Yes No N/A
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2 5. BACKGROUND/SUMMARY OF KEY ISSUES 5.1 Background 5.2 Health and Social Care North Lanarkshire published its ten-year strategy Safer, Healthier, Independent Lives, in 2016. Strategic Commissioning Plans (SCP) which are a statutory requirement, have been produced to outline the key intentions to be delivered, initially annually (2016-17, 2017-18, 2018-19, 2019-20) then a three-year plan for 2020 – 23. The 2023 – 2026 SCP will be the final plan within the ten-year strategy. 5.3 Along with Safer, Heathier, Independent Lives 2016 – 2026, The Plan for North Lanarkshire and Achieving Excellence which is currently being refreshed all shape the Strategic Commissioning Plans for North Lanarkshire Health and Social Care. 5.4 The SCP is further underpinned by key strategies and plans including but not limited to: a) Community Solutions Strategy and investment Plan b) Mental Health and Wellbeing Strategy for Lanarkshire c) North Lanarkshire Children’s Services Plan d) Alcohol and Drug Partnership Strategic Plan e) Tackling Poverty Strategy f) Engagement and Participation Strategy g) Market Facilitation Plan h) North Lanarkshire Strategy for Adult Carers and Young Carers i) Lanarkshire Advocacy Plan j) Lanarkshire Healthy Weight Strategy k) Digital and IT Strategy 5.5 The 9 Local Outcome Improvement Plans developed through each of the Community Boards capture local priorities and actions (noted below) which both inform and are informed by the work of the Health and Social Care Partnership and shape the Strategic Planning process. Mental Health and Wellbeing Public and community transport Tackling poverty and inequalities Community Safety Health inequalities Greenspace maintenance and environmental quality Food inequality Digital Inclusion Covid 19 recovery Youth engagement and consultation Community Engagement Social interaction and inclusion Town centre and hub development 5.7 Summary of Key Issues The development of the Strategic Commissioning Plan 2023 – 26 is underway with discussions across a range of important forum, including Strategic Leadership Team, Strategic Planning Group, Chairs and Co-chairs of Locality Planning Groups and Partnership Boards, as well as discussion with key partner organisations and engagement forums. These discussions have helped on shaping the next steps of engagement and participation in the Strategic
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3 Commissioning Planning process as well as draw a range of related activities together to refresh how they are undertaken and aligned to use resources smartly. 5.8 Further embedding a Whole System Approach The Health and Social Care Partnership has long been committed to a whole system approach, recognising the co-dependencies. Building performance frameworks across the whole system will involve understanding activities across: Communities Proactive and preventative activity First or initial responses Change services such as rehabilitation, recovery, treatment and reablement Ongoing interventions Complex and statutory interventions Acute or in-patient responses 5.9 Strengthening engagement and participation 5.10 The Engagement and Participation Strategy, Framework and Principles 2021-24 clearly outlines the importance of, and the approach to, ensuring strong voices inform and shape the work undertaken through the Health and Social Care Partnership. 5.11 Whilst significant progress has been made in engagement and participation, in aspiring a more co-productive approach, there is more to be done. The voice of communities is embedded through Community Solutions supporting local consortia who have a broad and wide reach. The voice of carers is well represented through North Lanarkshire Carers Together. Good progress has been made in representing the voice of people with lived experience, discussions are being undertaken to invest in future approaches which robustly enhance this to increase the focus on underrepresented groups. 5.12 Frontline staff and wider stakeholders are also important in wider engagement and participation. Quarterly staff roadshows augment local arrangements and facilitate easier information sharing and participation. 5.13 Delivering on major change as well as business as usual 5.14 The 6 key ambitions of the SCP 2020-23 is achieved through 41 programmes of work, previously noted through IJB meetings relating to the DELIVERY of services and supports, ENABLING, SUPPORTING and GOVERNING factors. It is also worthy of note however that there are a number of transformational change programmes being supported simultaneously, in particular: a) Child and Adolescent Mental Health Service change b) Community Nursing Review c) Development of Mental Health in Primary Care Services d) Development of Home First approach incorporating Home Assessment Teams, Integrated Rehabilitation Teams and modernisation of Home Support Services
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4 e) Development of Alcohol, Drugs and Mental Health Services The learning and development achieved through these programmes of change need to feed into the SCP 2023-26. 5.15 Active governance and refresh of performance 5.16 Developing the Whole System Approach described at 5.8 above work is underway to revise performance reviews to promote active governance. Increasingly data will be used to assure, anticipate and prioritise, within the Health and Social Care Partnership, with key partners and through the role governance committees play in scrutinising data in detail. 5.17 The construction of performance reviews will develop the revised structures within the Health and Social Care Partnership, using the two Sector and 3 main Area Wide constructs to promote integrated approaches, cross cutting learning and shared ambition. The review groupings then become: North West Sector (including Airdrie, Coatbridge and North Localities); North East Sector (including Bellshill, Motherwell and Wishaw localities); Children’s health services; Addiction, Learning Disability and Mental Health Services across health and social care; and area wide health services along with area wide social work services. 5.18 Proposals to introduce a whole system performance review are being developed to more actively include the voice of communities, the voice of carers, the voice of people with lived experience, representation of the independent sector, colleagues from acute services. Representing South H&SCP hosted services and the North Core Team. 5.19 Bringing the key considerations together, dates are being identified to facilitate 5 key engagement sessions to analyse and discuss the Strategic Needs Assessments and Local Outcome Improvement Plans for each locality and area wide services. These sessions will be held in August and will inform both the development of the SCP 2023-26 and establish the revised performance review groups. Invitation will be made to IJB members to participate in events. 6. CONCLUSIONS 6.1 The SCP is crucial to achieving the strategic ambitions for people in North Lanarkshire. Wide engagement which brings together Strategic Needs Assessments, Locality Outcome Improvement Plans, national and local strategies and plans, as well as learning and lessons from the transformational change agendas is being planned and developed for late August 2022. The engagement sessions, and others to be agreed with stakeholders will be designed to really share, listen and act in the complex whole system approach. A draft SCP will be brought to the IJB in late 2022. 7. IMPLICATIONS 7.1 NATIONAL OUTCOMES
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5 This paper covers all nine national health and wellbeing outcomes, but particularly outcomes one and two. 7.2.1 ASSOCIATED MEASURE(S) The range of associated performance measures within both the national outcome indicators and our own local performance framework will be refreshed alongside the development of the SCP 2023-26 and continued development of the Programme of Work. 7.3 FINANCIAL Financial Planning will be an important element of the SCP 2023-26 This paper has been reviewed by Finance: Yes No N/A 7.4 RISK ASSESSMENT/RISK MANAGEMENT Consideration of risk is key to the overall plan and within each Programme of Work. 7.5 PEOPLE Residents across North Lanarkshire, third and independent providers operating in North Lanarkshire and wider stakeholders with a link to North Lanarkshire will be involved in the development of the SCP 2023- 26. 7.6 STAKEHOLDER ENGAGEMENT (Detail below any stakeholder engagement that has taken place). 7.6.1 Discussion at the Strategic Planning Group and Strategic Leadership Meeting has informed the paper. 7.6.2 The need for and quality of stakeholder engagement is recognised as the most significant key factor in developing a meaningful SCP for North Lanarkshire 7.7 INEQUALITIES & FAIRER SCOTLAND DUTY The approach outlined in the report will seek to address inequalities and promote fair work practices by creating opportunities to engage and participate in the development HSCNL key priorities and strategic direction. EQIA Completed & Fairer Scotland Impact Assessment Form Completed: Yes No N/A 7.8 CARBON MANAGEMENT IMPLICATIONS N/A 8. BACKGROUND PAPERS# 8.1 This content in this paper links directly to the following:
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6 • Strategic Commissioning plan 20-2023 https://www.hscnorthlan.scot/wpcontent/uploads/2020/07/Strategic- Comm-Plan-20-23-FINAL.pd 9. APPENDICES None. ............................................................................. CHIEF ACCOUNTABLE OFFICER (or Depute) Members seeking further information about any aspect of this report, please contact Morag Dendy on telephone number 01698 332000.