Update - Renewal of Joint Strategic Plan
Argyll and Bute Council · 27 November 2024
Back to Argyll and Bute HSCP Integration Joint Board (IJB) — 27 November 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 Integrated Joint Board Date of Meeting: 27 November 2024 Title of Report: Update - Renewal of Joint Strategic Plan Presented by: Kristin Gillies The IJB is asked to: ▪ Note and comment on the draft strategic priorities for the Joint Strategic Plan ▪ Note timelines 1. EXECUTIVE SUMMARY 1.1 IJB is asked to note and comment on the draft Strategic Priorities for the Joint Strategic Plan (JSP) to cover the period 1 April 2025 to 31 March 2030. 1.2 The Public Bodies (Joint Working) (Scotland) Act 2014 places a duty on Integration Joint Boards to develop a JSP for integrated functions and budgets that they control, reviewing the plan at least every three years. 1.3 The JSP is a high level strategy which sets out our vision, strategic objectives and priorities. The JSP is closely linked with the Joint Strategic Commissioning Strategy (JSCP) which sets out priorities for commissioning and market messages for providers. 1.4 The development of the JSP and JSCP is overseen by the Strategic Planning Group (SPG). 1.5 The new JSP will include the JSCP; there will be one combined document for the upcoming planning cycle. 1.6 The Joint Strategic Needs Assessment for the JSP is now close to being complete. 2. RECOMMENDATIONS 2.1 Note and comment on the draft strategic priorities for the Joint Strategic Plan. 2.2 Note timelines. 3. DETAIL OF REPORT 2.1 The Joint Strategic Plan (JSP) covers the below : • High level vision, strategic objectives and priorities that all services will work towards.
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2 • How we will measure our performance. • How the HSCP will effectively use allocated resources, set budgets, and a financial strategy to meet what is outlined within the strategic plan. • What the current and future needs are as set out within a Joint Strategic Needs Assessment (JSNA). • How we engaged with the public, staff and other stakeholders and the results of the engagement. • How we plan to transform services over the next five years. 2.2 The JSCP sets out priorities to facilitate and encourage the flourishing of a sustainable, effective range of providers and types of support in an area. 2.3 The current JSP and JSCP expire on 31 March 2025 and work has begun on the new plans. 2.4 A Joint Needs Assessment, which is close to being finalised by Public Health colleagues, provides an overview of current population need and supports the forecasting of future needs. 2.5 The development of the JSP and JSCP is overseen by the SPG and regular updates are submitted. 2.6 At their meeting on 14 March 2024, SPG supported the idea that both JSP and JSCP should be combined into one document for the upcoming planning cycle. The group also supported a longer time frame, extending the duration of the JSP/JSCP from three to five years. 2.7 Two workshops have taken place with HSCP staff, including one with the SLT on 13 September to develop the overall strategic priorities for the plan. SLT members were keen to develop an ambitious plan and to spell out clearly that the HSCP will have to deliver significant transformative service change to be able to continue to deliver its remit. 2.8 There is also a recognition that the HSCP may have to stop services which are not a statutory requirement and which are assessed to be low value for money. 2.9 A plan on page has been developed to summarise the proposed strategic priorities and main themes. The priorities are being further sense checked currently. 2.10 See next page for the draft plan on a page.
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3 3. Draft Priorities 3.1 Living Well, Prevention, Early Intervention and Enablement: We will prioritise activity, interventions and services that: • Reduce the need for people having to access statutory/formal services in the first place. • Support people before their needs become more pronounced and require more complex intervention. • Support people to stay in their homes for longer or return home following treatment, and continue to look after themselves as much as possible. 3.2 Addressing inequalities and protecting the most vulnerable: We may not be able to continue to provide the range of activities, interventions and services that we currently do. When we have to change how we provide certain services, we will assess the impact on the most vulnerable people and work with our partners to mitigate any potential negative effect. We may also have to choose between providing services directed at the general population and more targeted services in accordance with where there is the greatest need. Most health and social care services are aimed at all social groups despite differences in need but are often disproportionately used by people whose needs are lower. People and communities with the greatest health and social care needs often experience poorer access to support. 3.3 Healthy and Engaged Workforce: Our workforce is our greatest asset and resource. If we are not able to attract and retain the right people, none of our priorities will be achievable.
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4 3.4 Ensuring service sustainability: This priority covers both financial sustainability and responding to the climate emergency. Some of our services in their current form are not sustainable in the long run for a number of reasons such as: workforce issues, increasing demand, and cost pressures. Individual services will need to develop more efficient delivery models ensuring they make best use of our resources. 3.5 Quality and Safety: The HSCP needs to ensure that our services continue to operate safely and provide high quality interventions. We will review our quality systems and ensure we have robust quality improvement and clinical governance structures in place. A focus on quality will also entail that we assess our services in terms of impact and effectiveness. The practice of realistic health and social care means that we need to direct resources away from interventions and services for which there is not good evidence that they are effective. 4. Drivers – How are we getting there? 4.1 Values: We commit to our organisational values: Compassion, Integrity, Excellence, Leadership and Continuous Learning. 4.2 Collaboration: Partnership working is central to improving our services. Key partners we will work with to plan and deliver our services include: • People with lived experience and local communities (individuals and community organisations and groups) • Voluntary/third sector organisations and service providers • Independent sector service providers • colleagues from the Council (education, transport, economic development and housing) We also know there is more work to be done internally in terms of applying a system-wide approach and integrating social work, social care and health services workflows. 4.3 Intelligence and Innovation: Many, if not all, of our services have evolved organically and over time, often without an evidence base. How we deliver our services has not always kept pace with patient need and other developments such technological change. In addition, there is not the workforce to continue some of the service models that we have currently in place. We will need to develop and implement new ways of working and collaborating across professional and locality boundaries. We will make decisions based on evidence and data. We will also use new systems and technology where appropriate to improve how we deliver services. 4.4 Transformation Board: Our Transformation Board will oversee our large service change projects. It will set the priority projects for each year and ensure the HSCP understands the progress that is being made. 4.5 Individual Service Plans and Commissioning Priorities: All services will have operational plans which will outline how each area plans to address the overall strategic priorities of the HSCP. 5. Timelines
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5 6. RELEVANT DATA AND INDICATORS 6.1 Joint Strategic Needs Assessment. 6.2 Data and indicators from the Integrated Performance Framework should be used to inform key priorities. 6.3 Financial Data: Analysis of budgets and actual expenditure; procurement information. 6.4 Service data. 6.5 User experience and provider feedback. 7. CONTRIBUTION TO STRATEGIC PRIORITIES 7.1 The plans set the strategic priorities for A&B HSCP. 8. GOVERNANCE IMPLICATIONS 8.1 Financial Impact The content of the strategy will shape the financial planning for 2025-30 and onwards. The financial planning will need to align with both plans and will be submitted to the IJB for approval each year. 8.2 Staff Governance No impact currently. There may be an impact on some staff. If so the change processes detailed in our staff governance arrangements will be applied working with our trade union partners. 8.3 Clinical and Care Governance No impact currently. There may be an impact on services. If so, clinical governance arrangements will be followed. 9. PROFESSIONAL ADVISORY Engagement with professional groups took place in plans for 2022-2025 and will be carried out for the new plans. 10. EQUALITY & DIVERSITY IMPLICATIONS An equality impact assessment will be carried out to cover both strategies. 8. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE
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6 No impact on GDPR or current data sharing agreements anticipated. 9. RISK ASSESSMENT Risks will be noted in the project plan and will be reviewed regularly. SPG, and if required, SLT and IJB, will be updated about any material risks to the delivery of the project. 10. PUBLIC & USER INVOLVEMENT & ENGAGEMENT Public engagement was carried out for the current plans and will be carried out for the new plan. Work is ongoing to mitigate against consultation fatigue and to ensure that engagement activities across the HSCP are coordinated. 11. CONCLUSIONS The delivery of both strategies will be a significant undertaking for the HSCP and partners. Regular updates will be provided to the SPG, SLT and IJB. 12. DIRECTIONS Directions required to Council, NHS Board or both. Directions to: tick No Directions required x Argyll & Bute Council NHS Highland Health Board Argyll & Bute Council and NHS Highland Health Board 13. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) REPORT AUTHOR AND CONTACT Author Name: Anke Roexe Email: anke.roexe2@nhs.scot