Item 9 - Whole System Performance Framework for North Lanarkshire
North Lanarkshire Council · 31 August 2022
Back to IJB Performance, Finance and Audit Committee — 31 August 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:9 SUBJECT: Whole System Performance Framework for North Lanarkshire TO: Performance, Finance and Audit Committee Lead Officer for Report: Ross McGuffie, Chief officer Author(s) of Report Morag Dendy, Head of Planning, Performance and Quality Assurance DATE: 31st August 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 The IJB PFA is asked to: 1. Endorse the performance management approach outlined within the paper; 2. Agree to the promotion of and participation in the of the engagement events supporting the development of the Strategic Commissioning Plan 2023-26 and development of a Whole System Performance Framework 4. VARIATIONS TO DIRECTIONS? Yes No N/A
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2 5. BACKGROUND/SUMMARY OF KEY ISSUES Background 5.1 With the engagement and participation fully underway now to work with a wide range of local stakeholders to produce the HSCP Strategic Commissioning Plan for 2023-26, work is also commencing on the development of the Performance Framework. 5.2 With an increased emphasis on a whole system approach to health and social care in North Lanarkshire, this report sets out some of the foundational expectations supporting whole system impact being developed through a revised Performance Framework. 5.3 Building on relationships and partnerships in health and social care as well as through community planning partners there has never been a more important time to take a whole system approach to addressing: • The needs of people • The importance of individual services and supports delivered through health and social care • Addressing inequalities which have been widened as a result of covid 19 and will be exacerbated further by the cost-of-living crisis. 5.4 Improving the physical and mental health outcomes and wellbeing of people in North Lanarkshire while reducing health inequalities requires action to reduce the occurrence of ill health, action to deliver appropriate health and care services and action on the wider determinants of health. It requires working with communities and partner agencies. Summary of Key Issues 5.5 The Health and Social Care Partnership has long been committed to a whole system approach, recognising the co-dependencies. Ensuring engagement and participation in the development of the SCP across the whole system then clearly building performance frameworks which reflect the whole system will change meeting structures, governance arrangements and strengthen partner involvement. A whole system approach needs understand activity across: Community supports and activities 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 Whole System Performance Framework for North Lanarkshire
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3 5.6 A whole system working group will seek to draw together and build on the opportunity that the overarching strategies for North Lanarkshire offer in doing things differently. 5.7 Considering CAMHS services as an example of developing a whole system Performance Framework, demonstrates the richness of contribution across key partners not usually presented as a complete suite of metric. 5.8 Local Outcome Improvement Plans (LOIPs) have been produced with local people, community groups, elected members, partners and the voluntary sector. Priorities in each of the 9 Community Boards identifying Board areas include: 8 localities identifying Mental Health and Emotional Wellbeing 8 localities identifying tackling poverty in inequality, including food inequality 3 localities identifying youth engagement and supporting children and young people. 5.9 The Plan for North Lanarkshire Management and Monitoring Framework brings the opportunity to report on progress to the Community Boards, NLP’s Strategic Leadership Board and key organisations on making a difference and helping to empower communities. 5.10 Reporting on the LOIPs has direct relevance to the overall achievement of CAMHS whole system approach. 5.11 Education and Families services have worked in partnership to publish The Mental Health, Wellbeing and Resilience Delivery Plan, as the local plan driven by national policy through the National Improvement framework. This plan encompasses four key strands: • Nurture and resilience • Promoting positive mental health and suicide prevention including school based counselling services • Mental Health curriculum incorporating Healthy Schools • Staff wellbeing: promoting positive mental health and emotional resilience 5.12 Reporting on The Mental Health, Wellbeing and Resilience Delivery Plan has direct relevance to the overall achievement of CAMHS whole system approach. 5.13 The Community Solutions Strategy and Investment Plan describes delivery of supports to children and young people (age range of 5-24 & up to 26 for care experienced young people) in their local communities. The aim is to enhance local provision and deliver on the ambitions within the Community Mental Health and Wellbeing Framework that target issues of mental wellbeing and emotional distress and is based on prevention and early intervention. 5.14 The Community Mental Health and Wellbeing fund from the Scottish Government and is being managed by VANL, as part of the Health and Social Care NL Community Solutions Programme, which VANL hosts. 5.15 The purpose of the fund is to contribute to: • improved mental health and wellbeing • reduction in mental health inequalities • reduction in stigma around mental health and illness
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4 5.16 Through consultation and collaboration with local people and communities, the community and voluntary sector and local partners identify key health and wellbeing priorities or themes. Specific supports include home visiting and befriending network and. children, young people and families network. 5.17 Reporting on the Community Mental Health and Wellbeing Framework has direct relevance to the overall achievement of CAMHS whole system approach. 5.18 The Alcohol and Drug Partnership Strategy and Investment Plan states Priority area 3 as Children and families affected by alcohol and drug use will be safe, healthy, included and supported, with one of the 5 key Workstreams recognising the importance of a whole family approach. 5.19 The range of work to scope strengths and challenges in current arrangements, place the experience of people with lived experience and families at the centre of developments, and engagement with all stakeholders will inform investment plans, reshape commissioning intentions and create a robust response to the challenge of avoidable drug deaths in North Lanarkshire. 5.20 Reporting on the Whole Family Approach has direct relevance to the overall achievement of CAMHS whole system approach. 5.21 Scottish Government expectations for CAMHS is that referral to treatment time will be 100% on target by March 2023. National metrics evidencing clinical interventions to support eating disorder, self-harm, mental health and complex behaviours. 5.22 CAMHS Tier 3 and Tier 4 services sit in the wider context outlined above. Only by considering the whole system approach will there be effective understanding of how effectively children and families receive support and services that are appropriate to their needs. 6. CONCLUSIONS 6.1 Health and wellbeing are profoundly influenced by what happens in places and communities and by how the services interconnect. Health and social care, local authorities and other local agencies need to work closely together, co-ordinating the services that are deliver to people. Partnerships with citizens and communities must be developed further, recognising the vital contribution of the voluntary and community sector. These principles are at the heart of a population health approach, which aims to improve health outcomes, promote wellbeing and reduce health inequalities across North Lanarkshire. 7. IMPLICATIONS 7.1 NATIONAL OUTCOMES This paper covers all nine national health and wellbeing outcomes, but particularly outcomes one and two. 7.2.1 ASSOCIATED MEASURE(S)
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5 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 Whole system Performance Framework. This paper has been reviewed by Finance: Yes x No N/A 7.4 RISK ASSESSMENT/RISK MANAGEMENT 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 Whole System Performance Framework. 7.6 STAKEHOLDER ENGAGEMENT (Detail below any stakeholder engagement that has taken place). 7.6.1 Wide range of engagement activity planned and will be further enhanced following feedback from the engagement and participation stakeholder group 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 of First Point of Contact. EQIA Completed & Fairer Scotland Impact Assessment Form Completed: Yes No N/A 7.8 CARBON MANAGEMENT IMPLICATIONS N/A 8. BACKGROUND PAPERS# This content in this paper links directly to the following: • Strategic Commissioning plan 20-2023 https://www.hscnorthlan.scot/wpcontent/uploads/2020/07/Strategic-Comm- Plan-20-23-FINAL.pd 9. APPENDICES
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6 ............................................................................. CHIEF ACCOUNTABLE OFFICER (or Depute) Members seeking further information about any aspect of this report, please contact Morag Dendy on telephone number 01698 332000.