Item 13 - North Lanarkshire Drug and Alcohol Partnership - Self Assessment
North Lanarkshire Council · 16 November 2022
Back to IJB Performance, Finance and Audit Committee — 16 November 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: 13 SUBJECT: North Lanarkshire Drug and Alcohol Partnership – Self Assessment TO: Integration Joint Board Performance, Finance and Audit Committee Lead Officer for Report: Morag Dendy, Head of Planning Performance and Quality Assurance Author(s) of Report John Holleran, ADP Strategic Lead DATE: 16th November 2022 1. PURPOSE OF REPORT 1.1. This paper is coming to the PFA: For approval For endorsement To note 2. ROUTE TO THE BOARD Prepared Reviewed Endorsed This paper has been: Prepared by the ADP support team, approved by the ADP Board and reported to the IJB on 21 September 2022. 3. RECOMMENDATIONS 3.1. The PFA committee is asked to: a) Note the completed Self-Assessment
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2 4. VARIATIONS TO DIRECTIONS? 5. BACKGROUND/SUMMARY OF KEY ISSUES 5.1. A Self-Assessment Tool has been developed to support Alcohol and Drug Partnerships to deliver the Partnership Delivery Framework, Rights Respect and Recovery and the National Mission to Reduce Drug Deaths and Improve Lives. 5.2 The purpose of the self-assessment is to give local ADPs a tool to engage and discuss opportunities and barriers to delivery. Strategic Planning follows a cycle of Assessing need Aligning resources Agreeing delivery plans and priorities Reporting and learning from outcomes 5.3 The self-assessment is designed to ensure key relationships are in place and that the local system is supporting the work of the ADP. The self-assessment has been agreed and signed off with the relevant Chief Officers and stakeholders 5.4 The self-assessment sets out where the local ADP and relevant partners are in relation to the Partnership Delivery Framework: 1. Strategic planning 2. Financial arrangements 3. Quality improvement and Outcomes 4. Governance and Oversight 5. The relationship between the ADP and the Integration Authority 5.5 The report presented through the IJB on the 21 September 2022 provided the context and intended content of the Self-Assessment. The report to the PFA provides the completed document. 7. IMPLICATIONS 7. NATIONAL OUTCOMES 7.1. This paper impacts on all of the national outcomes. Yes No N/A
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3 7.2 ASSOCIATED MEASURE(S) 7.3 FINANCIAL This paper has been reviewed by Finance: Yes x No N/A 7.4 RISK ASSESSMENT/RISK MANAGEMENT 7.5 PEOPLE 7.6 INEQUALITIES & FAIRER SCOTLAND DUTY EQIA Completed & Fairer Scotland Impact Assessment Form Completed: Yes No N/A 8. BACKGROUND PAPERS 9. APPENDICES Appendix 1 Self-Assessment Toolkit https://mars.northlanarkshire.gov.uk/egenda/images/att98970.pdf CHIEF ACCOUNTABLE OFFICER (or Depute)
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4 Appendix 1 IMPROVING GOVERNANCE AND ACCOUNTABILITY ARRANGEMENTS WITHIN ALCOHOL AND DRUG PARTNERSHIPS: SELF ASSESSMENT TOOL Alcohol and Drug Partnerships Partnership Delivery Framework Self-Assessment Tool
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5 June 2022 Introduction to the Self-Assessment Tool This Self-Assessment Tool has been developed to support Alcohol and Drug Partnerships to deliver the Partnership Delivery Framework, Rights Respect and Recovery and the National Mission to Reduce Drug Deaths and Improve Lives. The Scottish Government and COSLA coproduced the Partnership Delivery Framework for Alcohol and Drug Partnerships which was published in 2019. It sets out the expectations for the role of Alcohol and Drug Partnerships (ADPs The purpose of the self-assessment The purpose of the self-assessment is to give local ADPs a tool to engage and discuss opportunities and barriers to delivery.
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6 Strategic Planning follows a cycle of Assessing need Aligning resources Agreeing delivery plans and priorities Reporting and learning from outcomes ADPs are strategic planning partnerships that set out plans to delivery national and local priorities. To effectively deliver these priorities ADPs undertake strategic planning, formulate delivery plans and report outcomes. They do this on a partnership basis that aims to be inclusive and transparent with representation from stakeholders affected by alcohol and drug harms. Increasingly alcohol and drug harms are seen as a “whole system” issue and not just the realm of specialist drug and alcohol services. ADPs are not Statutory Public Bodies, i.e. they are not “organisations” and therefore rely on the Integration Authority for financial governance and ratification of investment as well as performance oversight. Community Planning Partnerships hold the overall responsibility for population level outcomes set out in the National Outcomes Framework for Scotland and therefore provide ADPs with an overarching forum for reporting achievement of outcomes. Local areas will also have other strategic partnerships which are required in statute such as Children Service Boards, Community Justice Partnerships etc and it is important to ensure that there are strong links between ADPs and these partnerships. The self-assessment is designed to help local stakeholders ensure that these key relationships are in place and that the local system is supporting the work of the ADP and vice versa. The self-assessment should be agreed and signed off with the relevant Chief Officers and stakeholders.
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7 The Scottish Government use of the Self-Assessment reports As stated, the self-assessment tool is for local stakeholders to ensure that they are creating the right conditions and operating environments for ADPs to function effectively. The Scottish Government will have oversight of the self- assessment reports and the information will be used to help develop programmes of support for local areas when required and will help facilitate peer discussions with ADPs about best practice and achievements. Where an ADP signals it would like further discussion or support in responding to local barriers, this will initially be provided through discussion with the ADP Liaison leads within the ADP Support Team in the Scottish Government. External Validation ADPs are asked to assess their own ability to deliver against the Quality Standards and highlight any issues. At a future point the Scottish Government will seek to validate the self-assessment through a third-party organisation such as the Care Inspectorate or Health Improvement Scotland. On that basis, ADPs should complete the self-assessment from the perspective of “if an external person reviewed our approach would they find the same evidence we are presenting?” How to complete the Self-Assessment Tool The self-assessment should tell a story about where the local ADP and relevant partners are in relation to the Partnership Delivery Framework: 1. Strategic planning 2. Financial arrangements 3. Quality improvement and Outcomes 4. Governance and Oversight
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8 5. The relationship between the ADP and the Integration Authority A representative national working group agreed the following five standards in relation to the Partnership Delivery Framework. The five quality standards are: Quality Standard 1: The ADP has a Strategic Plan for delivery of identified outcomes which ensures adequate alignment with other aligned strategic plans Quality Standard 2: The ADP can demonstrate public money is used to maximum benefit to deliver measurable outcomes for the local population in delivery of the Strategic Plans Quality Standard 3: The ADP can demonstrate Quality Improvement in delivery of outcomes Quality Standard 4: The ADP can demonstrate appropriate Governance and Oversight in delivery of the Strategic Plan Quality Standard 5: The work of the Integration Authority and the ADP is aligned and the Integration Authority is able to provide Directions to partners in support of the ADP Strategic Plan Structure of the Self-Assessment Tool
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9 The Self-Assessment Tool should be completed in conjunction with the Self-Assessment Criteria (Appendix 1 page 25- 34). The criteria outline the minimum supporting evidence required to demonstrate the ADP is delivering and working in line with the Partnership Delivery Framework. The first part of the Self-Assessment asks ADPs to assess themselves against the Self-Assessment Criteria and to map themselves again the Criteria using the definitions Maintain, Explore, Develop outlined in the table below. Definition Maintain We are confident that we are demonstrating this standard. We have evidence to support this, including stakeholder confirmation and need to maintain this focus over time. To meet this definition, the ADP needs to be confident that it has policies and practice in place. ADP member’s and senior stakeholders support this statement. The ADP has feedback processes in place and is confident that an external process could independently gather similar feedback locally. The ADP is confident in maintaining this standard as core practice. Explore We currently partly demonstrate this standard and may need further development The ADP feels it has some evidence to support the standard but isn’t confident it is consistently maintained. The ADP and stakeholders feel there is room for improvement on some elements of the standard. Develop We do not fully demonstrate this standard currently and need to develop / discuss this further. The ADP is not confident it is achieving the standard. Further work is required to generate support for improvement or progress
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10 The self-assessment then asks the ADP to demonstrate their assessment with narrative in line with the headings of: 1. How effective is the ADP in respect of this area? 2. How do you know this? 3. How will you do it and by when? For each of the elements described above, please outline in no more than 250 each what you need to maintain, improve or do differently and provide a timeframe for these to be implemented. Please be open and honest in your response and consider the self-assessment in collaboration with relevant stakeholders, including local communities, children, young people and families. This will provide opportunities to: review what progress has been made and what development and learning has happened provide assurance about the quality of delivery highlight areas of good practice for sharing highlight areas for improvement and levels of priority Those completing the self-assessment are encouraged to use information from different sources to triangulate evidence of the quality of service delivery. The completed Self-Assessment should focus on outcomes rather than activities. This could include a description of the impact of changes or improvement activities on the delivery or information on how potential impact is being monitored.
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11 The Self-Assessment Tool ADP area: Please use the box below to highlight relevant contextual and background information about the ADP including: -Population data for context -Outlining Governance and accountability arrangements (particularly in relation to ADP, Community Planning Partnership, Integration Joint Boards and Chief Officer Groups) -Links to other local statutory plans/partnerships (and how they link to local delivery) e.g. what links / role does the ADP have in relation to delivery of outcomes against their Local Outcome Improvement Plan / Children’s Services Plan Drugs North Lanarkshire has some of highest levels of alcohol and drug related deaths in Scotland with 80 people dying from drug- related causes in 2020. Of these, 68% were male and 32% Female. Further analysis of the data shows 62% of all deaths in North Lanarkshire occurred in the 35 – 54 age group with 25- 34 olds and 45 and over age range falling not far behind. Overall, 98% of DRDs were poly-drug deaths with 71% of deaths from drugs in 2020 having more than 5 substances named in the toxicology reports*1. This represents a significant challenge in understanding and responding to the needs of people who use drugs in North Lanarkshire. There were 2,812 drug related crimes in North Lanarkshire in 2019/20 [latest figure available]. This is a rate of 82.4 per 10,000 population share, contrasting with a rate of 64.6 across Scotland.
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12 Alcohol In 2020, 101 people died from alcohol-related causes in North Lanarkshire. Alcohol related hospital admissions were 3270 in 2019/20 [latest available figures]. There were 36,135 Alcohol related hospital admissions across Scotland. Age-sex standardised rate per 100,000 for North Lanarkshire in 2019/20 was 982.36 and 673.27 for Scotland. The age-standardised death rates for alcohol-specific deaths in the most deprived 20% of areas in Scotland has been consistently higher than the rest. The death rate in the most deprived areas is 4.3 times the rate in the least deprived areas in 2020 (41 deaths per 100,000 compared to 10). Since 2001 the death rate in the most deprived areas has remained the highest of all five SIMD quintiles although the gap has narrowed slightly. *1 Not from the full sample of 94 deaths as at the time of analysis we did not have the toxicology reports for all 94 deaths therefore this percentage is from the available data set (61 of 94 deaths) SIMD and DRD Across Scotland in 2020, 1339 drug-related deaths occurred. Seven hundred and seven (53%) were in SIMD quintile 1 and three hundred and sixteen were in quintile 2 (24%) therefore 77% in quintiles 1 and 2. This is most significant if we consider the population of North Lanarkshire where 59% (32% SIMD 1; 27% SIMD 2) of the population is in SIMD quintile 1 or 2*. The strong links between drug and alcohol related harms and poverty1, inequality and trauma are widely acknowledged. Deprivation has been linked as a significant factor2 in drug and alcohol problems developing. 1 Hard Edges Scotland | The Robertson Trust 2 Staying-Alive-in-Scotland-Digital.pdf (sdf.org.uk) * See appendix 1 for fuller data
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13 What we see in North Lanarkshire is not unique and reflects a national picture where data trends are synonymous with the wider evidence base on substance-related harms3 . It is vital we have the most relevant data and evidence available to us to target the response needed to tackle the root causes of problematic substance in a holistic way. This includes using tried and tested approaches and targeting specialist responses across key localities. This will help to improve links to universal services and support the right investment in initiatives that can influence change and prevent deaths at the earliest opportunity. Support for Families In the Scottish Families report ‘Hidden in Plain Sight’ commissioned by NLADP in 2020, the vast majority of community survey respondents (9 in 10 people) felt their community had an issue with alcohol or drug use, with just 7% believing this not to be the case. NLADP strategy does not exist in isolation and is intended to link with other strategic plans focussed on identifying and protecting those at risk of harm from substance use. This includes but is not limited to: North Lanarkshire Children’s services plan Mental Health and Wellbeing Strategy Community Justice Improvement Plan Strategic Commissioning Plan VANL strategic plan North Lanarkshire Town Visions 3 Problem drug use in Scotland (parliament.uk)
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14 NL Housing Strategy & Rapid Rehousing Plan NLADP Structures Section 1: Strategic Planning Quality Standard 1: The ADP has a Strategic Plan for delivery of identified outcomes ADP Board Prevention Treatment ROSC Whole Family App/FIP Justice & Health Alcohol Harms Finance Sub Group
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15 Maintain Explore Develop We are confident that we are demonstrating this standard; we have evidence to support this, including stakeholder confirmation and need to maintain this focus overtime. We currently partly demonstrate this standard and may need further development. We do not fully demonstrate this standard currently and need to develop / discuss this further. 1.1 Transparency and Effectiveness Further work is required to develop as part of ADP communications plan, web-site and app to share minutes/documents 1.2 Inclusion Confident this is fulfilled via ADP structures/Commissioned services 1.3 Planning Cycle Further work is required – ADP is relatively new in terms of governance.. 1.4 Needs Assessment Confident this is fulfilled via ADP structures/Commissioned services 1.5 Whole System Approach Further work is required – ADP is relatively new in terms of governance. 1.6 Resources and Delivery Further work is required – ADP is relatively new in terms of governance. 1.7 Outcomes Further work is required – ADP is relatively new in terms of governance. Q. How effective is your approach to Quality Standard 1?
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16 1.1 Transparency and Effectiveness The ADP has board representation from statutory and community sector representatives including people with lived and living experience. More work is required to develop as part of ADP communications plan, web-site and app to share key documents and development via minutes’/update documents. Currently all papers from NLADP to the IJB are shared via the North Lanarkshire MARS system. 1.2 Inclusion Confident this is fulfilled via ADP structures/Commissioned services. NLADP commissioned services regularly support direct feedback from those with lived and living experience, community representatives and the wider workforce. NLADP Board have approved a permanent lived experience project worker post to strengthen and maintain out inclusion focus. Work is ongoing to strengthen and sustain our approach. This currently includes: Barnardos, Phoenix Futures, North Lanarkshire Recovery Community, We Are with you, Equal Say Advocacy, Scottish Drugs Forum, Scottish Families Affected by Alcohol and Drugs, SAMH, Turning Point Scotland, Al-Anon in addition to statutory services engagement. 1.3 Planning Cycle The ADP is still in the process of defining our planning cycle following a great deal of work being carried out this year to finalise a new strategy, establish robust governance structures and formalise delivery and commissioning plans. The current planning cycle will take NLADP up until April 2023 when a new annual planning cycle will be put in place in keeping with the national guidance from the Scottish Government including the following elements: Assessing needs Aligning resources Agreeing delivery plans and priorities Reporting and learning from outcomes
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17 1.4 Needs Assessment The partnership has undertaken extensive needs assessment via the Scottish Drugs Forum peer research programme; a recent rapid review research project carried out by Iconic Consulting; and ongoing needs assessment via the ADP sub-group structures/drug-deaths prevention group. NLADP Information and Research Officer supports ongoing analysis of NRS data with commissioned services monitoring reports to allow NLADP to assess need and target responses on an ongoing basis. All work carried out is now being drawn on to inform commissioning priorities into 2023. 1.5 Whole System Approach NLADP Board, finance and 5 sub-groups have broad representation from key stakeholders/partners and people with lived and living experience in taking a whole-systems approach. This includes; Police Scotland/NHS/Education/Housing/Justice/Community sector and a number of community representatives with lived and living experience. More work will be undertaken as part of our workforce development agenda and training needs analysis, launched in September 2022, to strengthen the Whole System Approach. The ADP support team is widely represented via a number of existing partnerships and networks including but not limited to: Adult protection committee Child protection committee Community Justice Partnership
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18 Violence against Women partnership NL housing partnerships Mental Health Partnership Improving Child Services group NLADP Commissioned services delivery group 1.6 Resources and Delivery Currently under review to inform commissioning priorities and resource allocation into 2023 and beyond. NLADP has a clear understanding of the resource available, the needs that exist and a clear plan. 2022 has been a transitory year for NLADP to review and move towards a more sustainable commissioning model and planning/evaluation cycle. 1.7 Outcomes NLADP Strategy clearly sets out the ADP priorities. Delivery outcomes to demonstrate progress and impact are currently under review to inform commissioning priorities and resource allocation into 2023. The support team continues to work closely with commissioned services during this transition to ensure local needs are met. The ADP uses the outcomes and priority actions set out in Rights, Respect and Recovery and the Alcohol Framework 2018: Preventing Harm and the National Mission Outcomes Framework. Q. How do you know this?
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19 NLADP has undertaken extensive needs assessment via SDF peer research, rapid review research carried out by Iconic Consulting and ongoing needs assessment via the ADP sub-group structures/drug-deaths prevention group. This include the view and experience of those who have used services locally including families. NRS data with Commissioned services monitoring reports also supports NLADP assess need on an ongoing basis. Q. What do you want to maintain, improve or change, how will you do it and by when? April 2023 and beyond – NLADP commissioning plan and delivery plans will be published setting out funding priorities with spend and review arrangements. NLADP will work more closely with community solutions and the community sector via VANL to co-produce more of the responses that are required to tackle the root causes of problem substance use beyond 2023. Any further comments?
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20 Section 2: Financial Governance Quality Standard 2: The ADP can demonstrate public money is used to maximum benefit to deliver measurable outcomes for the local population in delivery of its Strategic Plan Maintain Explore Develop We are confident that we are demonstrating this standard. We have evidence to support this, including stakeholder confirmation and need to maintain this focus over time. We currently partly demonstrate this standard and may need further development. We do not fully demonstrate this standard currently and need to develop / discuss this further. 2.1 Investment Confident this is fulfilled via ADP structures/Commissioned services 2.2 Governance Confident this is fulfilled via ADP structures/Commissioned services 2.3 Accountability Confident this is fulfilled via ADP structures/Commissioned services 2.4 Reporting Confident this is fulfilled via ADP structures/Commissioned services 2.5 Financial Planning We currently partly demonstrate this standard and may need further development. Work underway to set out commission plan for 2023.
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22 Q. How effective is your approach to Quality Standard 2? 2.1 Investment NLADP has a clear reporting mechanism monitoring and reviewing the investment arrangements. The finance group currently meets every 6 weeks with updates at ADP Board level also on a 6-weekly basis. Investment decisions from each sub-group are reviewed by the finance group before final approval by the NLADP board. 2.2 Governance NLADP has a clear reporting mechanism for monitoring and reviewing the investment arrangements. The finance group currently meets every 6 weeks with updates at ADP Board level on a 6-weekly basis. 2.4 Accountability NLADP has a clear reporting mechanism monitoring and reviewing the investment arrangements – finance group currently meets every 6 weeks with updates at Board level also on a 6 weekly basis. Accountability beyond the North Lanarkshire ADP Finance Group is to the NHS Lanarkshire Board and to the Council Committees covering Adult Health and Social Care and Education and Families. The Chief Officer of the Health & Social Care Partnerships (North) is accountable for:
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23 The Scottish Government Direct Funding allocation services The Local Improvement Fund investment in services to reduce problem alcohol and drug Drug Deaths Taskforce Funding Additional Funding allocation to NLADP from Scottish Government 2.5 Reporting NLADP has a clear reporting mechanism monitoring and reviewing the investment arrangements – finance group currently meets every 6 weeks with updates at Board level also on a 6 weekly basis. 2.6 Financial Planning NLADP has a clear reporting mechanism monitoring and reviewing the investment arrangements – We currently partly demonstrate this standard and may need further development. Work underway to set out commission plan for 2023. Most recently NLADP brought together the board, finance group and key stakeholders for a development day to agree priorities for investment. This will form that basis of the final delivery and commissioning plans. More work is required here to ensure Lived/Living experience panel are established and have a more active role in financial planning review processes. This currently happens at IJB level. Q. How do you know this? NLADP finance group meeting minutes/draft commissioning plan and regular spending/variation review and monitoring at this forum and updates to the NLADP board.
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24 Q. What do you want to maintain, improve or change, how will you do it and by when? Further work required to finalise and publish NLADP delivery and commissioning plan by April 2023. Any further comments? Section 3: Quality Improvement Quality Standard 3: The ADP can demonstrate Quality Improvement in delivery of outcomes
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25 Maintain Explore Develop We are confident that we are demonstrating this standard. We have evidence to support this, including stakeholder confirmation and need to maintain this focus over time. We currently partly demonstrate this standard and may need further development. We do not fully demonstrate this standard currently and need to develop / discuss this further. 3.1 Methodology We currently partly demonstrate this standard and may need further development. 3.2 Reporting We currently partly demonstrate this standard and may need further development. 3.3 Sustainability We do not fully demonstrate this standard currently and need to develop / discuss this further.
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26 Q. How effective is your approach to Quality Standard 3? 3.1 Methodology QI methodology applies across all NHSL improvement projects – more work is to be done to train staff and stakeholders to support relevant Test of Change initiatives. Three members of the NLADP support team have undertaken Quality Improvement training which underpins our approach. 3.2 Reporting Currently commissioned services are required to provide regular monitoring reportswith the next 6-month review due in October 2022. From April 2023, all commissioned services will report to the ADP support team on a quarterly basis, with 6 month/Annual reviews taking place. More work is required to offer support and improve performance monitoring processes. NLADP Lead and Information Research Officer carried out a review of data and evidence in 2022 to understand gaps and improve the quality and consistency of data to the ADP. Work continues with Health Improvement/Public Health colleagues to strengthen links and QI data to help inform and target future initiatives. Work of each sub-group is underpinned by QI principles including the Drug Deaths Prevention Group/Reducing Alcohol Harms group and existing test of change initiatives proposed. This includes investment from DTTF and Corra funded initiatives such as prison Link worker, naloxone, Family learning centres and Breakthrough housing support initiatives.
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27 3.3 Sustainability NLADP has more work to do to support more sustainable quality measures in keeping with planning and commissioning cycles as these are reviewed for implementation beyond 2023. This will be built into future commissioning processes more routinely and robustly via SLAs/ongoing monitoring and performance review processes. Q. How do you know this? NLADP has undertaken extensive needs assessment via SDF peer research, rapid review research carried out by Iconic Consulting and ongoing needs assessment via the ADP sub-group structures/drug-deaths prevention group. PHS/NRS data with Commissioned services monitoring reports also supports NLADP assess need on an ongoing basis. All work carried out is now being drawn on to inform commissioning priorities into 2023. Q. What do you want to maintain, improve or change? NLADP has more work to do to support more routine and sustainable quality measures in keeping with planning and commissioning cycles - these are to be reviewed for implementation beyond 2023. More work is required to support all partners and stakeholders to understand and apply QI principles. New Staff to the ADP support team will complete QI training. Improve access to information and data around alcohol harms working closely with PH and HI colleagues.
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28 Any further comments?
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29 Section 4: Governance and Oversight Quality Standard 4: The ADP can demonstrate appropriate Governance and Oversight in delivery of the Strategic Plan Maintain Explore Develop We are confident that we are demonstrating this standard. We have evidence to support this, including stakeholder confirmation and need to maintain this focus over time. We currently partly demonstrate this standard and may need further development. We do not fully demonstrate this standard currently and need to develop / discuss this further. 4.1 Oversight We are confident that we are demonstrating this standard. We have evidence to support this, including stakeholder confirmation and need to maintain this focus over time. 4.2 Governance We are confident that we are demonstrating this standard. We have evidence to support this, including stakeholder confirmation and need to maintain this focus over time. 4.3 Risk Management We currently partly demonstrate this standard and may need further development. 4.4 Accountability We are confident that we are demonstrating this standard. We have evidence to support this, including stakeholder confirmation and need to maintain this focus over time.
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31 Q. How effective is your approach to Quality Standard 4? 4.1 Oversight NLADP structures are clearly set out with each group directed with a specific Terms of reference setting out meeting frequency, governance arrangements and review processes. There are clear lines of accountability to NLADP Board/HSCP and IJB. NLADP group membership has broad representation. The draft ADP strategy was shared with all stakeholders and partners for feedback and review. NLADP hosted a number of consultation meetings as part of the strategy development including an online stakeholder event and a follow up consensus event. 4.2 Governance NLADP structures are clearly set out with clear Terms of reference for each group setting out meeting frequency, governance arrangement and review processes with clear lines of accountability to NLADP Board/HSCP and IJB. NLADP group membership has broad representation. 4.3 Risk Management Further work is required to define and embed risk management processes and to review arrangements moving forward. 4.4 Accountability
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32 NLADP structures are clearly set out with clear Terms of reference for each group setting out meeting frequency, governance arrangement and review processes with clear lines of accountability to NLADP Board/HSCP and IJB. NLADP group membership has broad representation. Q. How do you know this? NLADP structure, strategy, draft commissioning plan/delivery plan/Group terms of reference, membership lists, meeting minutes, decision making/action logs. Q. What do you want to maintain, improve or change, how will you do it and by when? Improve the transparency of the processes and decision making arrangement making details more widely available as the ADP website develops to be able to host information. NLADP will establish lived experience panels in 2023 to review and feedback on future proposals/investment as part of our governance and oversight arrangements
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33 Any further comments?
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34 Section 5: The relationship between the ADP and the Integration Authority Quality Standard 5: The work of the Integration Authority and the ADP is aligned and the Integration Authority is able to provide Directions to partners in support of the ADP Strategic Plan Maintain Explore Develop We are confident that we are demonstrating this standard. We have evidence to support this, including stakeholder confirmation and need to maintain this focus over time. We currently partly demonstrate this standard and may need further development. We do not fully demonstrate this standard currently and need to develop / discuss this further. 5.1 Alignment and Governance We are confident that we are demonstrating this standard. We have evidence to support this, including stakeholder confirmation and need to maintain this focus over time.
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35 Q. How effective is your approach to Quality Standard 5? 5.1 Alignment and Governance The ADP Chair is a member of the HSCP Senior Leadership Team and IJB. The progress and performance of the ADP is regularly reviewed at these forums with ongoing feedback. All activities linked to NLADP strategy, delivery and commissioning plans and ongoing performance is scrutinised, reviewed and adjusted via the Integration Joint Board Planning, Performance and Audit (PF&A) committee and approved at IJB level. Q. How do you know this? The integrated authority already has robust mechanisms in place. Full details are open and transparent via NLC with all papers and minutes publically available. The role, function and performance of the ADP is well understood across the HSCP and IJB. Q. What do you want to maintain, improve or change, how will you do it and by when? NLADP will continue to approve spend/adjustments via ADP structures and sub-groups subject to ongoing monitoring at IJB PF&A committee and IJB. Increase the profile and understanding of the ADP and the work we do to encourage more participation achieving our outcomes. This includes ensuring the MAT standards are implemented effectively with the full support of the senior leadership team to influence the change required to fully embed the standards across all localities.
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36 Any further comments?
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37 This Self-Assessment of Partnership Delivery Framework is agreed and ratified by: Senior System Stakeholders ADP Lived Experience Stakeholder/s / Representative Kerry Anne Clarke – NL Recovery Chair of the Alcohol and Drug Partnership Morag Dendy Chair of the Community Planning Partnership The Chief Executive of the Local Authority Des Murray The Chief Executive of the NHS Board Heather Knox Director of Public Health Professor Josephine Pravinkumar The Chair of the Integration Joint Board The Chair of the Chief Officers Group Divisional Commander for Police Scotland Stephen Dolan Chief Executive of Third Sector Interface Maddie Halliday The Chief Officer of the Health and Social Care Partnership Ross McGuffie
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38 APPENDIX 1 Self-Assessment Criteria
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39 1 Quality Standard 1 : The ADP has a Strategic Plan for delivery of identified outcomes which ensures adequate alignment with other aligned strategic plans 1.1 Transparency and Effectiveness X The strategic plan is agreed by the ADP X The strategic plan is published and publically available X The ADP can demonstrate effective strategic linkage with other local partnership groups and local communities X The ADP can demonstrate examples of improvement activities and positive outcomes for the local population X The ADP can demonstrate evidence that Strategic Planning is safe, effective, compassionate and person-centred 1.2 Inclusion X The ADP can describe how they engage with local communities X The ADP can demonstrate how any potential barriers to involvement or engagement are removed X The ADP strategic planning is inclusive of people affected by drug and alcohol harms and their family members, those who use services, those who deliver services, and the local population X The ADP embeds equality impact assessment processes to understand the diverse needs of local populations and uses this information to inform pathways and provision in its strategic planning and ensure human rights are met
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40 X The ADP Strategy effectively aligns to other statutory plans / priorities on delivery in support to families in crisis or at risk of being in crisis as a result of drug / alcohol use (e.g. Child Protection, Adult Protection) 1.3 Planning Cycle X The ADP can demonstrate that it delivers in line with a strategic cycle for planning which includes: needs assessment, delivery, commissioning, review and reporting of outcomes / progress X ADP Strategic Planning is based on population health approaches and includes primary, secondary and tertiary prevention 1.4 Needs Assessment X The ADP has a local assessment of the needs of people who use alcohol / drugs led by NHS Public Health and involving partners 1.5 Whole System Approach X The ADP can demonstrate that their strategic planning is based on national and local priorities, is evidence based and aligns with delivery of local supports and services X The ADP has representatives of: X Health and Social Care Partnership: mental health, primary care, adult services X Specialist drug / alcohol services X Health (e.g. emergency department, relevant acute wards, health improvement / public health)
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41 X Children’s services X Police X Justice services X Housing / accommodation / homelessness services X Employment services X Community X Lived experience X Education X Third Sector Interface X The ADP can demonstrate that other local planning partnerships and services incorporate and complement ADP activity to reduce alcohol and drug harms 1.6 Resources and Delivery The ADP has an annual delivery plan agreed by member organisations that details resources aligned in support of delivery, including the following: direct resource, local financial investments and “in kind” resources. It details cross-system prioritisation and responsibilities within, for example, Health and Social Care Partnerships, Children’s Services Planning Partnerships, Community Justice Partnerships and Community Planning Partnerships to be deployed to implement the Annual Delivery Plan and the outcomes to be achieved
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42 1.7 Outcomes X The ADP uses the outcomes and priority actions set out in Rights, Respect and Recovery and the Alcohol Framework 2018: Preventing Harm and the National Mission Outcomes Framework X The ADP outcomes are measureable and reportable X The ADP routinely reports on progress against strategic outcomes 2 Quality Standard 2 : The ADP can demonstrate public money is used to maximum benefit to deliver measurable outcomes for the local population in delivery of the Strategic Plans 2.1 Investment X The ADP is able to demonstrate that investment in the delivery of outcomes comes from a range of sources, including the Local Authority, Health Board and the Integration Authority, as well as outside of the public sector X The ADP can demonstrate investment is in line with Scottish Government priorities X The ADP can demonstrate that investment is based on evidence of effectiveness and outcomes X The ADP can demonstrate ability to disinvest based on evidence of effectiveness and outcomes and in line with changing priorities articulated though formal needs assessment
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43 2.2 Governance X The ADP has clear policies and procedures for aligning resources for investment with strategic planning X The ADP seeks authorisation for investment from the Integration Authority and local scheme of delegation X The ADP has a clear policy agreed with members and the Integration Authority on the treatment of underspends / overspends X The ADP can demonstrate effective and transparent governance arrangements are in place X The ADP can relate investments in third sector and public sector to performance and outcomes 2.3 Accountability X The ADP and the Integration Authority can demonstrate all funding allocated to NHS Boards for onward delegation to ADPs is available to the ADP X The ADP has full accountability for the totality of funding allocated for drugs / alcohol from its NHS Board and Local Authority 2.4 Reporting X The Health and Social Care Partnership Chief Finance Officer is a member (or formally represented) on the ADP X There is regular routine financial reporting to the ADP on the total spend on alcohol and drug services The ADP and Integration Authority provide an quarterly and annual financial report to the Scottish Government X The ADP reports to local governance structures on investments
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44 2.5 Financial Planning X The ADP strategy includes investment to increase activity over time in relation to prevention and early intervention aligned with other such preventative spend across local partners / partnerships 3 Quality Standard 3 : The ADP can demonstrate quality improvement in delivery of outcomes 3.1 Methodology X The ADP has or uses an underpinning quality improvement methodology X ADP staff and members are supported to use improvement methodologies through training and other workforce development activities 3.2 Reporting X The ADP can demonstrate examples of where improvement methods have had a positive impact X The ADP can demonstrate links with outcome reporting, needs assessment and financial investment / disinvestment
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45 3.3 Sustainability The ADP can demonstrate how achieved improvements are embedded and sustained X The ADP benchmarks performance with other areas (e.g. other ADPs, other partnership groups) 4 Quality Standard 4 : The ADP can demonstrate appropriate Governance and Oversight in delivery of the Strategic Plan 4.1 Oversight X ADP Members can demonstrate effective oversight arrangements are in place to deliver the local strategy X The ADP can demonstrate processes to ensure oversight, coordination and alignment of ADP activity with other relevant local partnerships and strategies 4.2 Governance X The ADP has published the roles and remit for members setting out how decisions are made, issues and disputes are resolved, conflicts of interest are managed X There is a organogram that sets out the relationship of the ADP with the Integration Authority, with other planning boards (e.g. Children’s Partnership and the Community Justice partnership), and with areas of statutory responsibility (e.g. Child Protection and Adult Protection)
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46 X The ADP can demonstrate how they know governance structures provide appropriate assurance of safe, effective, compassionate and person- centred delivery X There are process in place for the ADP Chair to escalate and progress discussions with local partners / responsible officers when a priority is not being delivered and a process in place to ensure ADP contribution to aligned plans is being progressed X The ADP strategic plan forms part of the overall Community Planning Partnership (CPP) offer, is ratified via CPPs, and aligns with the priorities of other key statutory plans 4.3 Risk Management X There is a clear process for identifying and managing risk in relation to delivery of national and local priorities X There are clear controls in place to reduce impact of identified risks X The ADP can demonstrate how failure is reported, analysed and learning facilitated 4.4 Accountability X The ADP can describe clear accountability to appropriate Chief Officer(s) responsible for the delivery of relevant policy, system or targets X The ADP can demonstrate clear articulation of the relationship with senior accountable officers, and specifically, the relationship between the ADP and Public Protection that sit with the local Chief Officers Group and can demonstrates that processes are in place to ensure learning from drug deaths and responsibility for reducing substance use mortality and harm
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47 5 Quality Standard 5 : The work of the Integration Authority and the ADP is aligned and the Integration Authority is able to provide Directions to partners in support of the ADP Strategic Plan X The ADP has a clear policy on taking investment plans and business cases to the Integration Authority Joint Board for ratification X The ADP provides performance and financial reporting to enable support the development of the Integration Authority’s Annual Performance Report X The ADP regularly reports to the Integration Authority on performance X The work of the ADP is reflected in the objectives of the Integration Authority Strategic Plan X Governance and oversight arrangements for ADP business are supported by the Integration Authority X Adult treatment services are delivered in line with ADP strategy X The ADP and the Integration Authority have a clear policy on how decisions and directions are managed for services out-with the scope of the Integration Authority (e.g. children’s services, police, housing will be issued) X The Integration Authority ensures governance arrangements support the deployment of resources at pace to support the Mission
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