Strategic Commissioning Plan 2023-26
North Lanarkshire Council · 6 September 2022
Back to Adult Social Work, Care and Wellbeing Committee — 6 September 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Strategic Commissioning Plan 2023 - 26 North Lanarkshire Council Report Does this report require to be approved? ☒ Yes ☐ No Ref MD/AH Date 06/09/22 From Morag Dendy, Head of Performance, Planning and Quality Assurance E-mail dendym@northlan.gov.uk Telephone 01698 332075 Executive Summary The Strategic Commissioning Plan (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 genuinely share, listen, and act in the complex whole system approach. A draft SCP will be presented to the IJB in late 2022. The current Programme of Work activity is framed around the ambitions of the 2020-23 Strategic Commissioning Plan and will be refreshed through the development of the revised plan. The report therefore relates to the 6 Programmes of Work noted below: PO49 Prevention and early intervention PO50.1 Do the right thing, first time PO50 Focus on what matters to people (Outcomes) PO52 Supporting people to live well connected lives PO54 Technology and sustainable solutions PO82 Work, volunteer, and care Recommendations It is recommended that the Adult Social Work, Care and Wellbeing Committee: 1. Endorse and support the approach to encourage wide participation in the development of the 2023-2026 Strategic Commissioning Plan 2. Note the contents of the report. The Plan for North Lanarkshire Priority Improve the health and wellbeing of our communities Ambition statement (20) Improve the involvement of communities in the decisions, and development of services and supports, that affect them Adult Social Work, Care and Wellbeing Committee
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1. Background 1.1 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. 1.2 Along with Safer, Healthier, Independent Lives 2016–2026, the SCP is informed and shaped by The Plan for North Lanarkshire and Achieving Excellence. Achieving Excellence, a plan for person-centred, innovative healthcare for people in Lanarkshire, is currently being refreshed. 1.3 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 1.4 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 Community Engagement Food inequality Digital Inclusion Covid 19 recovery Youth engagement and consultation Town centre and hub development Social interaction and inclusion Greenspace maintenance and environmental quality 1.5 A Strategic Needs Assessment (SNA) has been prepared to assess the current and future health, care and wellbeing needs of the community and inform decision making. The aim of the SNA is to develop evidence-based priorities for commissioning which improve the public’s health and reduce inequalities. An abbreviated version of the SNA will be shared with committee members. 2. Report Summary of Key Issues 2.1 The development of the Strategic Commissioning Plan 2023–26 is underway with discussions already commenced 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 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.
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Further embedding a Whole System Approach 2.2 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 Strengthening engagement and participation 2.3 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. 2.4 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. 2.5 Frontline staff and wider stakeholders are also important in wider engagement and participation. Quarterly staff roadshows are an important vehicle to augment local arrangements and facilitate easier information sharing and participation. Delivering on major change as well as business as usual 2.6 The 6 key ambitions of the SCP 2020-23 is achieved through 41 programmes of work, previously noted through the IJB relating to the DELIVERY of services and supports, ENABLING, SUPPORTING and GOVERNING factors. It is also worthy of note however that there are several 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 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.
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Active governance and refresh of performance 2.7 Developing the Whole System Approach described at 2.2 above, includes revision to 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. 2.8 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 in the first instance will become: North West Sector (including Airdrie, Coatbridge and North Localities); North East Sector (including Bellshill, Motherwell and Wishaw localities); Children’s health services including CAMHs Addiction, Learning Disability and Mental Health Services across health and social care Area wide health and social work services which will include home support services 2.9 Proposals to also 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. 2.10 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. 3. Measures of success 3.1 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. 4. Supporting documentation Appendix 1 – Programme of Engagement Activity Morag Dendy Head of Performance, Planning and Quality Assurance
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 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. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☐ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed?
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Appendix 1 Programme of Engagement Activity August 2022 31 August 9-12pm NE Sector In person TBC (likely to be September) Area Wide Health & SW In person TBC (likely to be September) Children’s Services In person TBC (likely to be September) Mental Health Event In person September 2022 1 September Addictions, LD & MH Partnership Board In person, Dalziel 6 September Adult Social Work, Care & Wellbeing Committee In person, Council Chambers 7 September, 2pm – 4.30pm Court Area, Bron Way, Cumbernauld In person, Court Area, Bron Way, Cumbernauld 7 September IJB Liaison In person 15 September, 6.30pm – 8.00pm Community Board Strategic Engagement Session 1 Online via Cisco WeBex 29 September, 6.30pm – 8.00pm Community Board Strategic Engagement Session 2 Online via Cisco WeBex November 2022 22 November, 6.30pm – 8.30pm Shotts Community Board 23 November, 6.30pm – 8.30pm Northern Corridor Community Board 24 November, 6.30pm – 8.30pm Cumbernauld Community Board 29 November, 6.30pm – 8.30pm Coatbridge Community Board 20 November, 6.30pm – 8.30pm Wishaw Community Board 1 December, 6.30pm – 8.30pm Kilsyth Community Board 6 December, 6.30pm – 8.30pm Motherwell Community Board 7 December, 6.30pm – 8.30pm Airdrie Community Board 8 December, 6.30pm – 8.30pm Bellshill Community Board