Joint Strategic Plan 2022 - 2025 Year Three Progress Report
Argyll and Bute Council · 28 May 2025
Back to Argyll and Bute HSCP Integration Joint Board (IJB) — 28 May 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 Integration Joint Board Date of Meeting: 28 May 2025 Title of Report: Joint Strategic Plan 2022 – 2025 Year Three Progress Report Presented by: Charlotte Craig, Interim Head of Strategic Planning, Performance and Technology The Board is asked to: ▪ Note the JSP Progress report for Year 3: 2024 - 2025 ▪ Discuss what will be taken forward as priorities into 2025-2026 and for the future five year JSP 1. EXECUTIVE SUMMARY As noted in the previous update in March 2025 to the Integration Joint Board, The Public Bodies (Joint Working) (Scotland) Act 2014 places a duty on Integration Joint Boards to develop a Joint Strategic Plan (JSP) for integrated functions and budgets that they control, reviewing the plan at least every three years. The JSP is a high level strategy which sets out the vision, strategic objectives and priorities. The JSP is linked with the Joint Strategic Commissioning Strategy (JSCP) which sets out priorities for commissioning and market messages for providers. The development of the JSP and JSCP is overseen by the Strategic Planning Group (SPG). The JSP is monitored on an annual basis. Service areas are asked for a progress report against each stated priority for that area. They are also asked for a RAG status and whether the priority should be carried forward to the following year which is scrutinised by the Strategic Planning Group. The progress reports will support the development of the future JSP for 2025 – 2030 as well as identifying what interim priorities will be focused on in 2025-2026. The IJB have agreed to the first draft of the next five year plan being presented to the IJB in September 2025. The IJB also agreed, in March 2025, that the reporting of the annual priorities (year 3) would allow the IJB to review and extend the plan with a focus on outstanding priorities until the new plan is in place. This approach would aim to provide the Integration Joint Board with a greater level of assurance that the final plan has considered the transformational requirement and taken cognisance of both operational and strategic risk. We are also cognisant of our requirement to look outward in respect of our wider partnership including stakeholder communities, be
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2 explicit in our commissioning intentions and how we develop this to address our strategic risks and support sustainable service provision. 2. RECOMMENDATIONS The Integration Joint Board is asked to note the year 3 progress report and discuss the priorities which will be taken into the current and future years, what is no longer pertinent in the current climate and what moves into transformation or operational priorities. 3. DETAIL OF REPORT To allow a review of the strategic direction of the HSCP for the next five years, IJB was asked to support a short extension to the current plan based on the review of the year three priorities in May 2025. It was agreed that delivery of the first draft of the renewed strategy in September 2025 would be presented to the IJB for consultation approval. The progress report for the final year of the current plan (2022-2025) is now being presented at Appendix 1. All service areas are asked on an annual basis for progress against agreed priorities and whether these priorities will continue onto the next financial year. As can be seen from the report there is an extremely large amount of work that is being undertaken in all service areas within the HSCP. Many priorities are identified as being carried over into the next year. Some of the service areas have their own strategies and operational plans and governance of these plans. Other service areas may not have such structures, however this will be reviewed in the new plan. The IJB are asked to review this report with a view to discussing these service priorities within the larger, whole system approach to the wider strategic priorities and strategic direction of the organisation within the current financial climate. It is important that the new strategic plan and its priorities are realistic, align with staffing and financial resources and enable honest and transparent engagement with the communities we serve. This will take some additional time to create the JSP and ensure that it is written in accessible language. 4. RELEVANT DATA AND INDICATORS • Joint Strategic Needs Assessment. • Data and indicators from the Integrated Performance Framework • Financial Data: Analysis of budgets and actual expenditure; procurement information. • Service data. • User experience and provider feedback.
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3 5. CONTRIBUTION TO STRATEGIC PRIORITIES The plan sets out the Strategic Priorities of the Integration Joint Board which will inform the operational delivery of the delegated services. 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact – Financial planning remains challenging within an annual budgetary allocation. With a focus on sustainable service as a draft priority the Strategy will require to plan for a period beyond its lifetime. 6.2 Staff Governance – Workforce remains a strategic risk and a risk to the delivery of the plan. The Joint Workforce Strategy should align with long term joint planning so requires to look outwards to place and partners. 6.3 Clinical and Care Governance – Safe delivery of care is essential. We will work with communities and partners to support modernisation of care consistent with wider policies of reform, sustain access to services and develop innovative rural roles and practice. 7. PROFESSIONAL ADVISORY The senior leadership has met specifically to jointly address the required strategic direction using the identified data and noting the strategic and operational risk to sustainable delivery. 8. EQUALITY & DIVERSITY IMPLICATIONS The Strategic Plan will be subject to rigorous review to ensure it meets the highest standards. 8. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE No current impact on GDPR however wider partnership may impact data sharing agreements. 9. RISK ASSESSMENT There is substantial risk to the sustainability of the delivery of health and social care services in the strategic and operational risk environment without addressing changing demographics, their needs and workforce. Embedding rural flexibility in our planning approach will be key to delivering sustainable services in rural and island communities and preserving access to services. 10. PUBLIC & USER INVOLVEMENT & ENGAGEMENT The Integration Joint Board is developing its approach to collaborating with communities undertaking an asset based approach which is key to sustaining population and resilient communities. We will embed this approach in our engagement and consultation ensuring this is in line with national guidance. 11. CONCLUSIONS The Integration Joint Board is asked to note the JSP Progress report for Year 3 and discuss the future priorities which will be taken forward for the current year of 2025-26 and the future JSP.
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4 12. DIRECTIONS Directions required to Council, NHS Board or both. Directions to: tick No Directions required Argyll & Bute Council NHS Highland Health Board Argyll & Bute Council and NHS Highland Health Board x 13. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) N/A REPORT AUTHOR AND CONTACT Author Name Alison Ryan Email alison.ryan@argyll-bute.gov.uk