Public reports pack
Argyll and Bute Council · 11 June 2026
Back to Argyll and Bute HSCP Strategic Planning Group — 11 June 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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4 June 2026 NOTICE OF MEETING A meeting of the ARGYLL AND BUTE HSCP STRATEGIC PLANNING GROUP will be held BY MICROSOFT TEAMS on THURSDAY, 11 JUNE 2026 at 2:00 PM, which you are requested to attend. BUSINESS 1. WELCOME, INTRODUCTIONS AND APOLOGIES FOR ABSENCE 2. MINUTES AND MATTERS ARISING (Pages 3 - 6) Argyll and Bute HSCP Strategic Planning Group held on 12 March 2026 3. ARGYLL & BUTE HSCP JOINT STRATEGIC PLAN 2026 - 2031 (Pages 7 - 52) Kristin Gillies 4. ARGYLL & BUTE HSCP CONTRIBUTION TO NHS HIGHLAND ANNUAL DELIVERY PLAN - TO FOLLOW Kristin Gillies 5. DIALYSIS - VERBAL UPDATE Kristin Gillies 6. STRATEGIC PLANNING GROUP - LIVING WELL STRATEGY 2026-31 (Pages 53 - 74) Sam Campbell 7. ENGAGEMENT REPORTING (Pages 75 - 84) Alison McGrory 8. DATE OF NEXT MEETING - 10 SEPTEMBER 2026 Argyll and Bute HSCP Strategic Planning Group Contact: Hazel MacInnes Tel: 01546 604269 Public Document Pack
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MINUTES of MEETING of ARGYLL AND BUTE HSCP STRATEGIC PLANNING GROUP held BY MICROSOFT TEAMS on THURSDAY, 12 MARCH 2026 Present: Kristin Gillies, Head of Planning, Performance and Technology, Argyll & Bute HSCP (Chair) Graham Bell, NHS Highland Non-‘Executive Board Member and Member of IJB Evan Beswick, Chief Officer, Argyll & Bute HSCP Fiona Broderick, Staffside Lead for Argyl & Bute HSCP (Health0 Lynsey Callaghan, Professional Lead for Maternity and Child Health, Argyll & Bute HSCP Sam Campbell, Health Improvement Lead on behalf of Alison McGrory - NHS Highland, Argyll & Bute HSCP Eilidh Gallagher, Head of Primary Care, Argyll & Bute HSCP Nicola Gillespie, Head of Adult Care, Argyll & Bute HSCP Julie Hodges, Scottish Care Inspectorate Councillor Dougie McFadzean, Argyll and Bute Council Alison McGrory, Associate Director of Public Health – NHS Highland, Argyll & Bute HSCP Kirsty McKenzie, Carers Act Officer Duncan Martin, Public Representative Cllr Ross Moreland, Argyll and Bute Council Michelle Mundie, Chief Executive, ACHA Kirstie Reid, Carers Representative, NHS Highland Anke Roexe, Senior Service Planning Manager, Argyll & Bute HSCP Alison Ryan, Service Planning Manager, Argyll & Bute HSCP Deborah Stewart, Child Health Commissioner Takki Sulaiman, Chief Executive, Third Sector Interface 1. WELCOME, INTRODUCTIONS AND APOLOGIES FOR ABSENCE The Chair welcomed those present. Apologies for absence were received from: Charlotte Craig, Business Improvement Manager David Gibson, Head of Children and Families, Argyll & Bute HSCP James Gow, Head of Finance, Argyll & Bute HSCP Sandra MacLeod, Director of Experience, ACHA Fiona Thomson, Associate Director of Pharmacy, NHS Highland Caroline Robertson, Head of Hospitals and Community Care, Argyll & Bute HSCP Douglas Whyte, Housing Strategy Manager, Argyll and Bute Council Page 3 Agenda Item 2
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2. MINUTES AND MATTERS ARISING The Minute of the Argyll and Bute HSCP Strategic Planning Group held on 11 December 2025 was approved as a correct record. There were no matters arising. 3. JOINT STRATEGIC PLAN 2026 - 2031 The revised Joint Strategic Plan 2026 – 2031 was before the Group for consideration and endorsement following extensive public engagement. Revisions to the Plan had been made since publication of the Agenda pack for this meeting and further refinements would be made before it was presented to the IJB Development Session in April and the IJB meeting in May 2026. Decision The Strategic Planning Group agreed to: 1. endorse the revised Joint Strategic Plan 2026 – 2031; and 2. recommend approval to the IJB. (Reference: Report by Senior Service Planning Manager dated 12 March 2026 and Draft Joint Strategic Plan 2026 - 2031, submitted) 4. ISLANDS PLAN A draft Island Strategy has been developed through a short life working group and following engagement with those working or living on islands. A report advising of the work undertaken to produce the Strategy and recommending an approach to publication of the Islands Plan was before the Group for consideration. Decision The Strategic Planning Group: 1. noted and commented on the updated Plan; 2. agreed that the Plan should not be signed off at this time; and 3. noted that an update on progress would come back to the September meeting of the Strategic Planning Group. (Reference: Report by Senior Service Planning Manager dated 12 March 2026, submitted) Page 4
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5. LIVING WELL STRATEGY REFRESH UPDATE The Living Well Strategy was first published in 2019. The new Strategy document outlines the key achievements of the previous strategy which spanned 2019 – 2025 covering the COVID period, engagement which informed the outcomes, and the alignment to the Population Health Framework. The new strategy will run from 2026 – 2031 and was before the Group for consideration. Decision The Strategic Planning Group: 1. noted the progress towards the publishing of the Living Well Refreshed Strategy; and 2. noted the refreshed Living Well Strategy would be launched in May following Purdah. (Reference: Report by Health Improvement Principal, dated 12 March 2026, submitted) 6. PRESENTATION ON DRAFT CHILDREN'S AND YOUNG PERSON'S SERVICE PLAN 2026 - 2029 Consideration was given to a presentation on the Children’s and Young Person’s Service Plan draft for 2026 – 2029 which focussed on prevention and improving child and youth outcomes in Argyll and Bute. Decision The Strategic Planning Group noted the contents of the presentation. 7. DATE OF NEXT MEETING Thursday 11 June 2026 at 2.00 pm by Microsoft Teams. Page 5
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1 Report to: Strategic Planning Group Title of report: Argyll & Bute HSCP Joint Strategic Plan 2026 – 2031 Presented by: Kristin Gillies Date: 11 June 2026 The Strategic Planning Group is asked to: ▪ Note the final Argyll & Bute (A&B) Joint Strategic Plan for 2026 – 2031 which was presented and approved by the Integrated Joint Board (IJB) on 27 May 2026. 1. EXECUTIVE SUMMARY 1.1 Argyll and Bute Strategic Planning Group is asked to note the final draft of the A&B HSCP Joint Strategic Plan (JSP) to cover the period April 2026 to March 2031 which has been updated following editorial and Integrated Joint Board comments and was presented to and approved by IJB on 27 May 2026 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 also includes the commissioning intentions and key market messages, linked to the priorities. 1.4 The JSP was developed over the last two years by the planning team, the Strategic Planning Group (SPG) and Senior Leadership Team (SLT). The draft priorities for consultation were agreed in August 2026. 1.5 The priorities and commissioning intentions were published for consultation, using NHS Highland Engagement Hub, from 10 October to 10 January 2026 and public engagement events took place over this time. 1.6 The draft JSP was presented to SPG on 12 March 2026 and agreement given for a graphic designer to be appointed. 1.7 The formatted final draft of the JSP was reviewed by IJB in April 2026 through a development session to ensure that the content is fully approved. 1.8 The final and fully formatted version was presented to and approved by IJB on 27 May 2026 with publication and communications taking place that day. Page 7 Agenda Item 3
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2 2. RECOMMENDATIONS 2.1 The SPG is asked to note the final Argyll & Bute (A & B) Joint Strategic Plan for 2026 – 2031 which was presented and approved by the Integrated Joint Board (IJB) on 27 May 2026. 3. DETAIL OF THE REPORT 3.1 The HSCP is responsible for the planning and delivery of high quality health and social care services to and in partnership with the communities of Argyll and Bute to achieve the National Health and Wellbeing Outcomes (NHWBO) and the Children and Young People Outcomes. In order to achieve this the HSCP has agreed to develop a five year Joint Strategic Plan setting out the vision, strategic objectives, priorities and actions within a national and local policy framework. 3.2 The methodology used for the JSP was agreed by the SPG and a project plan was developed in April 2025, then updated and further agreed in June 2025. SLT held a number of meetings to establish six high level priorities for the next five years. 3.3 The priorities were underpinned by the challenging financial constraints over this time as well as being informed by national drivers including the population health framework which aims to improve health outcomes and reduce health inequalities through a collaborative, whole systems approach, and the NHS Operational Improvement Plan. The Joint Strategic Needs Assessment (JSNA) and Housing Contribution Statement (HCS) were published in early 2025. 3.4 The priorities put forward are: • Financial and System Sustainability • Preventative and Community Based Care • Integrated and Person Centred Care • Our Health and Social Care Staff • Access and Tackling Health Inequality • Digital Transformation 3.5 The draft JSP was published on the NHS Highland Engagement Hub alongside a questionnaire asking the public and staff what their views were of the priorities and some key questions asking how people keep themselves well. An Engagement report was provided to SPG and SLT for approval and the JSP was updated accordingly. 3.6 Community events took place across all of the localities in October and early November. This included Islay, Dunoon, Helensburgh, Rothesay, Campbeltown, Oban and Lochgilphead. The event at Mull had to be postponed due to travel disruption and an online event was scheduled. The public were asked the same questions as were on the questionnaire with richer facilitated discussions. 3.7 A further questionnaire was developed to ask our independent, third sector and commissioned services their views on the Commissioning Intentions. 3.8 The Planet Youth Young People Conference was attended by Planning and questions on health and wellbeing were incorporated into the facilitated discussions. Young Carers groups facilitated discussions on what was important to them. Page 8
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3 3.9 The JSP recognises the importance of effective strategic planning in a collaborative way with our planning partners, our staff, our commissioned services and our wider communities. All engagement on the JSP has been summarised in the main document and full reports are available as appendices. There is also recognition that we align to national and local policies and take cognisance of our Joint Strategic Needs Assessment which is published on the HSCP website. 3.10 Our vision and priorities will guide our work over the next five years. The JSP reflects our determination to deliver better lives through better services, even in the face of financial constraints. By aligning our priorities with Scotland’s financial realities, we will build a resilient, inclusive and future-ready health and social care system. In doing so, we will keep services safe and sustainable for the future. 4. RELEVANT DATA AND INDICATORS 4.1 There is a significant volume of data and intelligence within the Joint Strategic Needs Assessment. 5. CONTRIBUTION TO STRATEGIC PRIORITIES 5.1 The Joint Strategic Plan sets out the strategic priorities. 6 GOVERNANCE IMPLICATIONS 6.1 Financial Impact The strategy has the aim to improve financial performance of the HSCP 6.2 Staff Governance There are no direct impacts from the documents. Individual projects and programmes covered by the strategy may have staff governance implications. 6.3 Clinical Governance There is no direct impact on existing clinical and care governance arrangement. Individual projects and programmes covered by the strategy may have clinical governance implications. 7. PROFESSIONAL ADVISORY 7.1 Oversight of the HSCP’s approach to communication and engagement is provided by the Senior Leadership Team and the Strategic Planning Group with leadership from the Associate Director of Public Health for analysis. 8. EQUALITY & DIVERSITY IMPLICATIONS An Integrated Impact Assessment has been developed for the JSP 9 PUBLIC & USER INVOLVEMENT & ENGAGEMENT Full public engagement took place and is summarised in the JSP and engagement reports will be included in the appendices to the JSP. 10. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE There are no direct GDPR implications from the JSP. 11. RISK ASSESSMENT Page 9
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4 The JSP addresses the HSCPs strategic risks. Meaningful implementation of the JSP and progress towards key actions from the strategy is a key challenge for the HSCP. 12. PUBLIC & USER INVOLVEMENT & ENGAGEMENT The HSCP’s approach to engagement is overseen by a Strategic Engagement Reference Group with membership from Healthcare Improvement Scotland, the TSI, the IJB, NHS Highland’s communications team and community representatives. 13.CONCLUSIONS The HSCP recognises the importance of effective strategic planning in a collaborative way with our planning partners, our staff, our commissioned services and our wider communities. There is also recognition that we align to national and local policies and take cognisance of our Joint Strategic Needs Assessment. We recognise that services developed and delivered in a co-productive way are more effective at meeting the needs of the people who use these services. To this end SPG are asked to note and acknowledge the work on the development our next five year Joint Strategic Plan. 14. 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 15. REPORT AUTHOR AND CONTACT Author Name Anke Roexe/Alison Ryan Email Anke.Roexe@nhs.scot 16. APPENDICES Argyll & Bute HSCP Joint Strategic Plan 2026 to 2031 Page 10
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ARGYLL & BUTE HSCP Joint Strategic Plan 2026 to 2031 Page 11
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Foreword 1 Plan on a Page 2 1. Argyll & Bute HSCP 3 How We Work 4 Our Locality Planning Areas 5 2. The Bigger Picture 6 A Population Health Approach 7 Our Role in Creating a Prevention Focussed System 10 Our Population 11 Finance 12 3. What you told us 13 Key Themes from Roadshows and the Responses to the Survey About Communities' Health and Wellbeing Priorities 14 Key Themes from the Third Sector Engagement 15 Key Themes from the Children’s and Young Person’s Conference and Young Carers' Groups 15 4. Our Vision for 2031 16 Vision Statement 17 5. Our Strategic Priorities and Objectives 18 Financial and System Sustainability 19 Preventative and Community-Based Care 20 Integrated and Person Centred Care 22 Access to Care and Tackling Health Inequalities 23 Our Health and Social Care Staff 24 Digital Transformation 25 6. How are we going to get there? 26 Our Values 27 Service Quality and Improvement 27 Service Planning 28 Collaboration and Whole System Working 29 Service Transformation 30 Performance Management 32 7. Key Market Messages and Commissioning Intentions 33 Strategic Commissioning and Market Facilitation 34 Legislation, Policy and Guidance about Service Commissioning 35 Our Challenges 37 Engagement with our Providers 37 Key Market Messages and Commissioning Intentions 38 CONTENTS Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONS OUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVES THE BIGGER PICTURE ARGYLL & BUTE HSCP 2 Page 12
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I am delighted to present the Argyll & Bute Health and Social Care Partnership’s (HSCP) Joint Strategic Plan (JSP) for 2026 to 2031. The JSP establishes the vision, values and strategic priorities to which we are committed. It provides direction for how health, social work and social care services should be developed in Argyll & Bute over the next 5 years and describes the transformation that will be required to achieve this vision. Scotland’s health and social care system stands at a pivotal moment. As we continue to pursue our vision of integrated, person-centred services, we must do so within a landscape that is increasingly constrained and complex. This strategic plan sets out our priorities for delivering high-quality, sustainable care in a context shaped by demographic pressures, public sector policy and reform, as well as tightening public sector finances. In this context, our strategic approach must be both ambitious and pragmatic. We remain committed to the integration of health and social care services, ensuring that individuals experience seamless support across organisational boundaries. Through close collaboration within our Health and Social Care Partnership and with our wider partners, we will continue to plan services using a whole- system approach to improve outcomes. We will prioritise person-centred care, placing individuals, families and carers at the heart of service design and delivery. Our focus on prevention and early intervention will help mitigate demand for our hospital services and support people to live independently and well in their communities while supporting those who care for them. We also know that many of our services have built dependency and reduced people’s capabilities. We will transform services so that they maximise people’s independence in the knowledge that this goes hand in hand with positive outcomes for people. This will mean that we will not provide some aspects of service for which an expectation previously existed. All of these choices will be challenging but must be focused on outcomes for people. Given the fiscal constraints, we must make difficult compromises and ensure that every service delivers maximum impact. This means embracing digital transformation, redesigning services for efficiency, and investing in data- driven planning to target resources where they are needed most. We will also ensure that our decisions are evidence-based and that they focus on positive outcomes for the population. We will uphold our commitment to equity and quality, ensuring that services are accessible and responsive, particularly for those most affected by poverty, isolation, poor health or remote geography. This means more of our services will be targeted, in preference to universal. At the same time, we will strengthen governance and accountability to monitor progress and provide information on decisions. Partnership must be at the heart of what we do. As a Health and Social Care Partnership, we play a vital role in helping people in Argyll & Bute live the lives to which they rightly aspire. However, we cannot achieve this on our own. We will collaborate with our partners - in the statutory sector, the independent sector and communities - to address poverty, inequality, loneliness and lack of adequate housing. This strategic plan reflects our determination to deliver better lives through better services, even in the face of financial constraints. By aligning our priorities with Scotland’s financial realities, we will build a resilient, inclusive and future-ready health and social care system. In doing so, we will keep services safe and sustainable for the future. FOREWORD Evan Beswick Argyll & Bute HSCP Chief Officer Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONS OUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVES THE BIGGER PICTURE ARGYLL & BUTE HSCP 1 Page 13
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19.4% In 2022/23 19.4% of children in Argyll & Bute lived in low- income families. ARGYLL & BUTE HSCP | Joint Strategic Plan | 2026 to 2031 OUR VISION WHAT WE ARE PLANNING FOR A significant number of our People in Argyll & Bute live healthy, independent ↓ 2.4% residents live with at least one physical long-term condition Between 2011 and 2022 lives in resilient communities. Individuals are enabled (LTC), 21.5 % In Helensburgh and our population decreased We know that Lomond, 24.1% in Oban, Lorn and by 2.4% from 88,166 to health and wellbeing the Islands, 25.6 % in Mid Argyll, 85,970. More recent and supported to thrive and fulfil their potential through outcomes are worse Kintyre and the Islands and estimates suggest our for people who are 27.1 % in Bute population increased income deprived. and Cowal. again by 2024. integrated, person-centred health and social care that is delivered close to home, focused on prevention, ACCESS TO CARE AND 28 27.2% Argyll & Bute has and informed by the people who use it. TACKLING HEALTH Our working-age INEQUALITIES The majority 28 inhabited islands. We have the second lowest population is declining. of our population The total population on the population of people aged Argyll & Bute is the live in very remote rural fourteen most populated 15 to 64 (59.2%) and the lowest council area with the areas (38.8%) or very islands of Argyll & Bute proportion of people aged FINANCIAL PREVENTATIVE remote small towns largest proportion of people dropped 1% from 15,065 14 and younger (13.6%) aged 65 and over in AND SYSTEM AND COMMUNITY- (30.5%). to 14,976 from 2011 out of all council areas OUR VALUES Scotland (27.2%). to 2022. in Scotland. SUSTAINABILITY BASED CARE COMPASSION | EXCELLENCE | LEADERSHIP | INTEGRITY | CONTINUOUS LEARNING OUR PRIORITIES OUR HEALTH INTEGRATED WHAT SHAPES OUR HEALTH? Public Health, Estates Children AND SOCIAL AND PERSON HSCP SERVICE AREAS Clinical Governance and PFI and Families CARE STAFF CENTRED CARE and Management Charges Services £10.5 £13.9 £36.1 Older Adult Social Work DIGITAL and Care TRANSFORMATION Prescribing £49.0 £27.0 40% SOCIAL AND ECONOMIC FACTORS Primary Care & Dental Families, Community Services for Allied Health Care at Home Children and Hospitals & Lorn £49.9 Carers people with Professionals and Care Homes Young People and Island Hospital £26.1 disabilities HEALTH ARGYLL & BUTE 30% BEHAVIOURS HSCP BUDGET Community 26/27 (£M) Hospitals £89.8 Out of HEALTH Area Acute 20% SERVICES Care Services Complex £99.7 Care Primary Care: GPs, Criminal and Learning Mental Public Health Social PHYSICAL Pharmacy and £28.0 Community Justice Disability Health Promotion Work 10% ENVIRONMENT Dentistry Page 14
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1 Argyll & Bute HSCP PICTURED: Ardrishaig Harbour Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 ARGYLL & BUTE HSCP WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 3 Page 15
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SERVICES DELEGATED BY ARGYLL & BUTE COUNCIL: Adult Social Care Services Children & Families Social Care Services All Justice Social Care Services SERVICES DELEGATED BY NHS HIGHLAND Hospital Inpatient and Outpatient Services (scheduled and unscheduled) Mental Health Services Paediatric Services GP Services NHS Community Services General Dental, Opticians and Community Pharmacy Public Health Improvement Services Support Services Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 ARGYLL & BUTE HSCP ARGYLL & BUTE HSCP THE BIGGER PICTURE WHAT YOU TOLD US OUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVES HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONS HOW WE WORK Our mission is to deliver integrated, person- centred health and social care that improves accessibility, shifts appropriate care closer to people’s homes and supports people to live well in their own communities. Our work is overseen by an Integration Joint Board (IJB) which also allocates a budget to support the objectives set out in the Joint Strategic Plan. The IJB includes members from NHS Highland, Argyll & Bute Council, alongside representatives of the voluntary and independent sectors, staff representatives, and public members who represent the interests of service users and carers. The governance arrangements for the HSCP and IJB are described in detail within the Integration Scheme between Argyll & Bute Council and NHS Highland. The IJB and the HSCP’s Senior Leadership Team (SLT) and organisational strategy are described in this plan. We are responsible for delivering the following services, which have been delegated to our IJB by NHS Highland and Argyll & Bute Council. 4 Page 16
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Argyll & Bute HSCP covers a population of around 87,000 people (NRS 2024 Mid-year Estimate) and a land area of 690,946 hectares, which is almost 9% of the total Scottish land area1 . The average population density is 13 persons per hectare, compared to a Scottish average of 71 persons per hectare (NRS 2024 -Mid-year Estimate). We have two locality planning areas (see Table 1). Within each locality area, there are further divisions into ‘local areas’ which consist of groupings of natural geographical communities and/or service provision. As most of our population live in very remote rural areas or very remote small towns, many of our services currently focus on a specific area within each locality. OUR LOCALITY PLANNING AREAS ¹ 2022 Census data HSCP LOCALITY PLANNING AREA POPULATION LOCAL AREAS SETTLEMENT OF 500 AND MORE RESIDENTS EAST 21,031 Bute and Cowal (B&C) Bute Rothesay, Port Bannatyne Cowal Dunoon, Hunter’s Quay, Inellan, Tighnabruaich 25,477 Helensburgh and Lomond (H&L) Helensburgh, Cardross, Garelochhead, Rosneath, Kilcreggan WEST 20,370 Mid Argyll, Kintyre and Islay (MAKI) Mid Argyll Lochgilphead, Tarbert, Ardrishaig Kintyre Campbeltown Islay and Jura Bowmore, Port Ellen 20,812 Oban, Lorn, and the Islands (OLI) Oban and Lorn Oban, Dunbeg Mull, Iona, Coll, Tiree and Colonsay Tobermory Table 1: NRS 2024 Small Area Population Estimates Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 ARGYLL & BUTE HSCP WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 5 Page 17
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2 The Bigger Picture PICTURED: Carnasserie Castle Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 THE BIGGER PICTURE WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 6 Page 18
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Tackling child poverty Scottish Child Payment Investment in quality early learning and childcare Whole family wellbeing and keeping the Promise Attainment challenge Community Wealth Building Cost of living measures Affordable and quality housing Employability support Create a wellbeing economy Embed equality and inclusive approaches Regulation of alcohol (e.g. Minimum Unit Pricing) Access to healthy foods Regulation of tobacco Supporting active lives Quality addiction services Addressing current acute system pressures equitably Vaccines and immunisations Screening and diagnostics Fair access to quality health care Mental health services Low Emission Zones Active travel investment National Planning Framework 4 Achieve Net Zero SOCIAL AND ECONOMIC FACTORS HEALTH BEHAVIOURS HEALTH SERVICES PHYSICAL ENVIRONMENT 40% 30% 20% 10% What shapes our health? Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 THE BIGGER PICTURE ARGYLL & BUTE HSCP THE BIGGER PICTURE WHAT YOU TOLD US OUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVES HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONS Argyll & Bute HSCP faces significant challenges. These are: stalling improvements in people’s health and wellbeing, demographic change, workforce shortages, rising demand for our services and increasing costs. A POPULATION HEALTH APPROACH The Scottish Government’s Population Health Framework 2025–2035 recognises that people’s health and wellbeing are shaped by far more than formal services. The Four Pillars of Health show that economic and social factors, where people live, individual behaviours, and access to and quality of services all shape people’s health and wellbeing. (see Figure 1). Only by taking a whole-system approach and focusing on prevention can we continue to improve the health and wellbeing of our population. This entails public services, communities and businesses working together to tackle the root causes of poor health. Many health challenges can be avoided or mitigated through timely, community-level interventions that address the root causes of poor health, such as social isolation, poverty and housing insecurity. The framework is built around five key themes: shifting the system towards prevention; addressing the social and economic conditions that influence health; creating healthy, connected places and communities; enabling people to live healthier lives; and ensuring equitable access to high-quality health and care services. Public Health Scotland has set out a ‘public health approach to prevention’ to provide a common language for partners within health and social care and the wider system to use. There are three types of prevention: primary, secondary and tertiary which address poor outcomes. Adapted from The King’s Fund https://www.kingsfund.org.uk/publications/vision-population-health 7 Page 19
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EXAMPLE 3 Dietician input and foot care for those living with diabetes Rehabilitation support for those who have experienced a stroke Figure 2 - Prevention Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 THE BIGGER PICTURE ARGYLL & BUTE HSCP THE BIGGER PICTURE WHAT YOU TOLD US OUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVES HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONS COST→ →LOW HIGH PRIMARY PREVENTION Invest in the building blocks of health to stop problems happening in the first place, such as improving the conditions in which we work, live, and grow, reduce lifestyle risks, and prevent infectious disease. EXAMPLE 1 Purposeful action of Anchor organisations, such as procurement and employment practices; estates and infrastructure; benefits maximisation; vaccination programmes SECONDARY PREVENTION Focusing on early detection of a problem to support early intervention and treatment or reducing the level of harm. EXAMPLE 2 Prescribing statins to reduce cholesterol; weight management for people who have been newly diagnosed with type 2 diabetes; Screening services for breast, bowel, and cervical cancer Early years health visitor checks TERTIARY PREVENTION Minimising the negative consequences (harm) of a health issue through careful management. The Health and Social Care Service Renewal Framework (2025–2035) builds on the Population Health Framework and sets out a national vision for a sustainable, equitable, and person-centred health and care system in Scotland. The Service Renewal Framework is built around five core principles: 1. PREVENTION: Emphasising early intervention and reducing the burden of disease. 2. PEOPLE: Designing care around individuals, empowering self-care and shared decision- making. 3. COMMUNITY: Shifting from hospital-centric to community- based care models. 4. POPULATION: Planning services based on population needs rather than administrative boundaries. 5. DIGITAL: Leveraging technology and data to improve access, efficiency and outcomes. Together, the Population Health Framework and the Health and Social Care Renewal Framework outline what must change in Scotland’s health and social care system. Realistic Medicine is the clinical and professional ethos that underpins and enables the ambitions of the Population Health Framework and the Health & Social Care Reform Framework. While the concept was first developed for the NHS it is applicable to health and social care. It focuses on delivering care that people truly value, reducing harm and waste, and ensuring resources are used wisely. The concept was introduced by Scotland’s Chief Medical Officer (CMO) and has been developed through successive annual CMO reports. Realistic Medicine centres on changing the relationship between professionals and the people they care for, promoting shared understanding, better conversations, and better shared decision making. IMPACT ON POPULATION HEALTH → → LOWHIGH 8 Page 20
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The Realistic Medicine principles can be summarised as follows: • A personalised approach to care: Care should be tailored to what matters to an individual, recognising unique needs, goals, preferences and circumstances. • Shared decision making: Professionals and service users work together, combining clinical/ professional evidence with the person’s own values and preferences. This involves improved communication and enabling people to ask informed questions. • Reducing harm and waste: We need to find ways to avoid tests, treatments, and interventions that offer little or no benefit, may cause harm, or do not align with what matters to the person. • Tackling unwarranted variation: We need to identify and reduce variations in clinical and professional practice and outcomes that cannot be explained by demand, specific circumstances or best practice guidelines. • Managing risk: We need to support people to understand and navigate risk, rather than attempting to eliminate it entirely. This includes recognising the emotional and legal concerns professionals may have. • Encouraging improvement and innovation: We will encourage staff to continuously improve services, try new approaches, and contribute to system-wide innovation. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 THE BIGGER PICTURE WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 9 Page 21
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OUR ROLE IN CREATING A PREVENTION FOCUSSED SYSTEM The HSCP plans and delivers integrated social care, social work and health services. This is our main purpose. Our priorities and objectives for 2026-2031 will focus on planning and delivering our core business with a focus on prevention, equity and population health. The HSCP is an Anchor Organisation. The term refers to large, typically non-profit, public-sector organisations. Their long-term sustainability is tied to the wellbeing of the populations they serve. They are anchors within their local communities because they are unlikely to relocate, given their connection to the local population. The HSCP can contribute to Argyll & Bute in many ways beyond providing social care, social work and health services. We work in partnership to address the wider pillars of health outlined in the Population Health Framework (figure 1) – the social, economic and environmental conditions that influence good health. We have a significant role to play in capacity building and supporting the development of community based provision that is sustainable, equitable and rooted in preventative principles. As a major public body we also have an impact on the natural environment and the climate, mainly through our commissioning, service planning and investment decisions. Throughout this plan, we will ensure that climate change mitigation, adaptation and sustainability are embedded within all strategic planning, commissioning and investment decisions of the Integration Joint Board. PREVENTION FOCUSED SYSTEM SOCIAL AND ECONOMIC FACTORS PLACES AND COMMUNITIES EQUITABLE HEALTH AND CARE ENABLING HEALTHY LIVING SOCIAL AND ECONOMIC FACTORS Provide income to local communities as an anchor organisation, enabling targeted employment, fair work, career progression and socially responsible procurement. PLACES AND COMMUNITIES Provide local leadership to reduce health inequalities; support collaboration and partnerships to improve population health. EQUITABLE HEALTH AND CARE Provide value based, accessible and equitable care to meet local needs and deliver population focussed preventative services within remit. ENABLING HEALTHY LIVING Deliver services within remit, information and support to maintain physical and mental health and wellbeing. Figure 3 - The HSCP and the Prevention Focussed System Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 THE BIGGER PICTURE WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 10 Page 22
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OUR POPULATION A Joint Strategic Needs Assessment (JSNA) was carried out in 2024 with the aim of identifying the health and social care needs of the population of Argyll & Bute. Profiles are also available for four smaller areas. Furthermore, we carried out a bespoke analysis for our Islands (Appendix 1) because we know that islands often have unique needs and models of service delivery. The JSNA describes our population in terms of characteristics such as age, where people live, their health outcomes and other life circumstances that can impact health and wellbeing. The aim is to describe current and future needs for social care, social work and health services. The JSNA pulls together a substantial amount of data and intelligence and will be used by the HSCP and individual services to inform service planning and transformation work. It is also a valuable resource for third and independent sector partners in their service planning. SCOTLAND ARGYLL & BUTE Population 5.4 Million 85,970 There are 28 inhabited islands in Argyll & Bute. 17 % of our population live in island communities. Population Density 69.8 12.5 (residents per square kilometre) Proportion of population over 65 20.1% 27.2% SCOTLAND ARGYLL & BUTE The 3-year average for the female life expectancy at birth in 2019-2021 81.1 years 81.9 years. The 3-year average life expectancy for men at birth in 2019-2021 77.2 years 78.1 years SCOTLAND ARGYLL & BUTE Rate of people receiving Social Work and Social Care services or support 42.8 people per 1,000 people 50.9 people per 1,000 people Rate of population receiving care at home for all ages 16.4 per 1,000 people 23.3 per 1,000 people Percentage of people who have a long-term illness, disease or condition 21.4% 23.6% Percentage of the population with a prescription for anxiety, depression or psychosis 19.3 % 18.8 % 5-year average (2018-22) percentage of people providing unpaid care 15% 13% SCOTLAND ARGYLL & BUTE 2023 the median gross weekly pay for a full-time worker £703 £658 Percentage of children under 16 living in low-income families 2022/23 21.8%. 19.4% Percentage of population in SIMD decile 20% (most deprived) 19.2% 9% Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 THE BIGGER PICTURE WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 11 Page 23
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Our finances remain under severe pressure due to service demand and increasing costs. The HSCP budget for 2026/27 is around £430m to fund all NHS and social care services for the people of Argyll & Bute. Figure 4 illustrates the main services we allocated our resources to. The pressure on our budget is severe and we are legally required to operate within a balanced budget. This means that the HSCP, in line with much of the health and care sector has not been operating on a financially sustainable basis in recent years and this issue is expected to continue. The HSCP has been able to balance its budget in recent years, but this has been achieved through using up our reserves. We will not be able to draw on this kind of funding in the coming years and we are forecasting significant budget gaps as a result (see figure 5). Closing the gap will be challenging due to demographic changes and the increasing demand for our services. Managing service costs and re- designing the way our services operate are key challenges in the coming years. This is a key theme throughout our Joint Strategic Plan. We do not expect to have available to us all of the resources we need to continue to deliver services in the way that we have in the past. Using a whole system approach will allow us to better balance our budget alongside our health and social care statutory duties whilst delivering on the National Health and Wellbeing Outcomes. Figure 4: NHS & Social Care Services Budget 2026/27 £m Figure 5: Projected Funding Gap 460 450 440 430 420 410 400 390 380 370 MP SPEND VS RESOURCING (£M) Spend £m Resourcing £m FINANCE Public Health, Clinical Governance and Management £10.5 Out of Area Acute Care Services £99.7 Primary Care & Dental £49.9 Older Adult Social Work and Care £49.0 Community Hospitals £89.8 Complex Care £28.0 Estates and PFI Charges £13.9 Children and Families Services £36.1 Services for people with disabilities £26.1 Prescribing £27.0 NHS & SOCIAL CARE SERVICES BUDGET 26/27 (£M) 2026/27 2027/28 2028/29 Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 THE BIGGER PICTURE WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 12 Page 24
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3 What you Told Us PICTURED: Helensburgh Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 WHAT YOU TOLD USWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 13 Page 25
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We took our draft priorities to communities across Argyll & Bute between October 2025 and January 2026. • We published the draft strategy on the NHS Highland Engagement Hub along with a survey to better understand our communities' health and wellbeing priorities. • We also issued a survey about our draft Commissioning Intentions and Key Market Messages via the hub, which was shared with our providers. We held roadshow events in: • Helensburgh • Dunoon • Rothesay • Campbeltown • Lochgilphead • Oban • Islay We held an online event for the Third and Voluntary Sector. We also attended the Children and Young People Conference in Lochgilphead and the Young Carers held sessions which they reported back on. Key themes from roadshows and the responses to the survey about communities' health and wellbeing priorities PREVENTATIVE & COMMUNITY BASED CARE • Argyll & Bute has a strong community spirit and third sector assets • Prevention and early intervention are key, including social prescribing • Community hubs and the importance of non-medical approaches • Housing and financial security as health enablers INTEGRATED & PERSON CENTRED CARE • “One size doesn’t fit all” • Better integration across health, social care and third sector • Continuity of care, especially at discharge • Support is needed for unpaid carers, reablement and neurodevelopmental pathways FINANCIAL & SYSTEM SUSTAINABILITY • Need for honest conversations about affordability and value for money • Need for long term planning • Reduce duplication of effort between partners; improve efficiency within HSCP • Third sector is recognised as vital but financially fragile • Set clear outcomes and Key Performance Indicators • Improve transparency of decision making and protect the most vulnerable WORKFORCE • Recruitment, retention and burnout pressures • Pay, recognition and career pathways are key • “Grow your own” and shared training models • Housing and transport are critical for rural workforce Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 WHAT YOU TOLD USWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 14 Page 26
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ACCESS & HEALTH INEQUALITIES • Transport, waiting times and digital exclusion are barriers • Desire for care closer to home • Strong focus on vulnerable groups • Better signposting and clear information DIGITAL TRANSFORMATION • Digital exclusion is a key risk • Preference for hybrid (digital + face-to-face) models, over digital only • Digital skills, infrastructure and support needed • Community hubs as access points Key Themes from the Third Sector Engagement • Prevention priority is important and recognition that financial circumstances are challenging • Lack of continuity of funding is undermining sustainability of voluntary organisations • Duplication of effort between the voluntary and statutory sector, as the former is not brought into discussions at the start or seen as key partner in the delivery of integrated and person-centred care • We need to look at overlapping services and referral pathways • Self-Directed Support (SDS) policy is not embedded within the draft Joint Strategic Plan (JSP) • We need shared principles to develop joined up working across all sectors • Implementation planning is key to achieving the aim of the JSP Key Themes from the Children’s and Young Person’s Conference and Young Carers' Groups CHILDREN AND YOUNG PEOPLE SPOKE ABOUT: • Needing safe spaces and access to trusted adults • Lack of transport • Lack of clubs and community facilities (especially out of hours and winter) • Adults not being the best role models for alcohol • Easy access to drugs and cheap alcohol in our communities • Access to health and wellbeing support • Schools being good for health accessibility • Role of trusted teachers The full engagement report is available here (Appendix 2). Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 WHAT YOU TOLD USWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 15 Page 27
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4 Our Vision for 2031 PICTURED: Oban Bay Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 OUR VISION FOR 2031WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 16 Page 28
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Our vision is that people in Argyll & Bute live healthy, independent lives in resilient communities. Individuals are enabled and supported to thrive and fulfil their potential through integrated, person- centred health and social care that is delivered close to home, focused on prevention, and informed by the people who use it. Our Partnership will become a more effective and efficient organisation that leverages innovation and cross-sector collaboration to provide timely, high- quality, safe and sustainable care. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 OUR VISION FOR 2031WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 17 Page 29
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5 Our Strategic Priorities and Objectives PICTURED: Crinan Canal Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 STRATEGIC PRIORITIES AND OBJECTIVESWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 18 Page 30
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Demand for health and social care services is increasing at a rate that is not matched by funding increases, and the resulting cost inflation puts additional pressure on our budgets. To ensure the long-term sustainability of our services, we must change how we deliver care and allocate resources, shifting towards prevention and community-based approaches rather than reactive, hospital-focused services. Over the next three to five years, we need to make significant progress in addressing our financial deficit, ensuring that our decisions deliver a sustainable foundation for the HSCP. Where there is evidence, this will involve scaling back our contribution to some services and ceasing funding for others, particularly so that we can consider how investment can be made in community level provision that will reduce demand on statutory services. Achieving this, however, requires a shift in approach. Where previously the HSCP has sought to be the sole provider of services impacting health, we must work with our partners to address the root causes of ill health and unfulfilled potential. The HSCP will have limited capacity to fund non- statutory services, but we will work with our public and voluntary sector partners to find new ways to support prevention initiatives delivered by local community organisations. Financial sustainability requires us to shift towards value-based investment, meaning our service planning decisions are guided by evidence about their impact on population health and wellbeing. This shift is not solely focussed on reducing costs; there is also focus on achieving better outcomes and promoting equity. • In the short to medium term, we will deliver a credible and ambitious financial recovery plan to ensure the long-term sustainability of the HSCP. This will involve working closely with our partner bodies in NHS Highland and A&B Council to maximise the opportunity and impact for service transformation. • We will reinforce all aspects of public sector financial stewardship including control measures and budget management. For example, we will further embed recent changes to how we manage our Care at Home Budget and allocate and review care packages. • We will review and redefine internal organisational and management structures to improve consistent oversight, resilience and efficiency. This work has already begun within our Care at Home Service, but all services will be asked to review their operating models, with a focus on demonstrating the impact of every pound spent. • We will redefine partnership working in line with wider public sector reform, supporting the development of shared services and efficiencies. • During the life of this plan we will work in partnership with third sector organisations and others to develop collaborative approaches to commissioning and delivery. • We will embed a value-based approach to service planning and commissioning. We will ensure that any local variation in services is justified and that the Partnership offers an equitable service across Argyll & Bute. • We will plan for sustainable delivery sites and estate. For example, this includes our ongoing review of our Care Home Services, and administrative office spaces. • We will share resources between localities in Argyll & Bute and use technology to support cross-locality working where appropriate. FINANCIAL AND SYSTEM SUSTAINABILITY Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 STRATEGIC PRIORITIES AND OBJECTIVESWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 19 Page 31
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Preventative and community-based care shifts the focus of health and social care away from crisis intervention and towards early support and prevention. Through preventative measures, such as support for self-management and anticipatory care planning, we can improve long-term outcomes and reduce pressure on acute services. We will work to strengthen local services and embed care within communities. An increasing number of hospital-based treatments and services can now be delivered in a community setting. Our services will enable people to live well and safely in their own homes for as long as possible. We will continue to reduce unnecessary hospital admissions by ensuring our residents can access the right care in the right place. Overall, a preventative system depends on empowered communities, sustained and meaningful multi-sector collaboration, and long-term investment in the social conditions that keep people well. We will work together across public services, third sector organisations and local groups to build shared aspirations and deliver real change. SUPPORTING AND BUILDING A PREVENTATIVE SYSTEM • We will build on work already done through the Community Planning Partnership and our Communities Working Together Programme. We will develop an Argyll & Bute–wide approach to preventing ill health and reducing inequalities, through prevention-focused decisions about community wellbeing, housing, transport and economic development. SELF-MANAGEMENT AND COMMUNITY SUPPORT • We will continue to deliver our Living Well Strategy with the aim of supporting people to live healthy and good lives in Argyll & Bute, and empowering residents with long-term conditions, or those at risk of developing them, with the skills, knowledge and confidence to manage their condition effectively and improve their health and wellbeing. ALCOHOL AND DRUG PARTNERSHIP • We will continue to deliver our ADP Strategy, preventing harm and deaths through awareness raising, diversion and early intervention and reducing the harm of substance use e.g. through the distribution and availability of naloxone, needle exchange and medication assisted treatment. ACCESS TO GPS AND OTHER PRIMARY AND COMMUNITY CARE CLINICIANS • We will increase capacity in general practice and develop new service models which will support practices to deliver enhanced services aimed at prevention and improving local access. • We have introduced an enhanced service to target key cardiovascular disease (CVD) risk factors, such as high blood pressure and cholesterol, to identify those at highest risk and enable early interventions that significantly reduce long-term health impacts. Additionally, a Frailty Enhanced Service will support the earlier identification and management of frailty in General Practice. • We will also progress work to improve access to sexual health and contraception services in General Practice. PREVENTATIVE AND COMMUNITY-BASED CARE Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 STRATEGIC PRIORITIES AND OBJECTIVESWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 20 Page 32
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• We will continue our work to implement the Community Glaucoma Service in Argyll & Bute, which will help people with stable glaucoma to be followed up and monitored by community optometrists rather than in hospital. • We will promote the use of Community Pharmacies for self-management advice and treatment of common conditions via the NHS Pharmacy First service. PREVENTING UNNECESSARY ADMISSION TO HOSPITAL • We already have Hospital at Home and Virtual Ward Services in Oban and Lochgilphead. We will expand the total number of virtual beds, as well as the range of conditions and treatments covered, to allow more people to receive care and treatment at home rather than in hospital. • We will develop Extended Community Care Teams (ECCT) to prevent deterioration by responding rapidly to patients in the community, with a commitment to assessing and supporting people based on their abilities rather than their deficits. We will first ask ‘what’s strong’ rather than ‘what’s wrong’. • We will target medication reviews for patients to reduce harm and maximise the benefits of their treatment and ensure the outcomes are aligned to what is important to them. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 STRATEGIC PRIORITIES AND OBJECTIVESWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 21 Page 33
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INTEGRATED AND PERSON CENTRED CARE The way we deliver services has not always kept pace with patient needs or with developments such as technological change. There is a long way to go in delivering truly integrated and person-centred services. Over the course of this plan, we will need to strengthen integration across health, social care, and, wherever possible, third sector provision. We will review how our services operate and innovate to develop more effective, person-centred delivery models, ensuring high-quality, truly integrated care. We will need to further improve information-sharing practices that support safe, timely, and person-centred care across organisational boundaries. Services should be designed around people, not systems or institutions. We aim to embed co-production with individuals, carers, and communities into service planning and delivery to ensure services reflect real needs and preferences. We will adopt co-production processes to work with community organisations and people with lived experience in defining pathways, governance arrangements, and performance measures to make a meaningful difference in everyday lives. URGENT AND UNPLANNED CARE • We are developing new community frailty response models in Cowal, linking primary, secondary and community teams to provide proactive, preventative support and reduce avoidable admissions. DISCHARGE PLANNING • We will support Multi-Disciplinary Teams to fully implement Early & Dynamic Planning and take a strength-based approach to discharge planning. This approach seeks to remove barriers to discharge and identifies the best route for each patient, taking a ‘Home First’ and Reablement First approach. • We will improve post-discharge support and follow-up through General Practices, community teams and enhanced support for carers. CHILDREN AND YOUNG PEOPLE • S3 and S4 across the 10 secondary schools in Argyll & Bute have taken part in the Planet Youth Survey in September 2025. Each of the 10 local areas will have a coalition group that will work in the communities and have a joint action plan with the schools to help promote the Health and Wellbeing of our young people in order to reduce risk taking behaviours. • We will also co-design support for children and young people and one of our priority areas is improving support for those with neurodevelopmental conditions. • We will introduce a Single Point of Access (SPA) for mental health and neurodevelopmental pathways and introduce What Matters to Me plans. ALCOHOL AND DRUG PARTNERSHIP • Through our Alcohol and Drug Partnership we will be putting lived and living experience at the heart of what we do. • We will promote a recovery-oriented system of care and support more people into treatment and recovery. PLANNED CARE • Through the Planned Care Portfolio Board, we will work with the rest of NHS Highland to improve and enhance planned care services. The areas in scope include how we deliver: ° Outpatient Hospital Appointments ° Neurodevelopmental Assessment Services ° Child and Adolescent Mental Health Services ° Diagnostics ° Operating theatre design and efficiency Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 STRATEGIC PRIORITIES AND OBJECTIVESWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 22 Page 34
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ACCESS TO CARE AND TACKLING HEALTH INEQUALITIES A commitment to fairness and equality is at the core of the IJB’s purpose, strategy and vision. Most health and social care services are aimed at all people and social groups, despite differences in need. However, services are often disproportionately used by people whose needs are lower. People and communities with the greatest health and social care needs frequently experience poorer access to support. Addressing inequity requires us to shift resources towards those with the greatest needs in the longer term. This approach is known as proportionate universalism i.e. targeting services at those most in need. Given our geography, we must also ensure that services are accessible to all residents; including island communities and those who live in remote mainland locations. We will work towards fairer health and social care for everyone and improve access, particularly for people who face additional barriers or experience poorer health outcomes. • We will ensure that services are accessible for island and remote mainland communities, recognising the extra costs and challenges of geography • We will strengthen links between transport planning, health access and community provision • We will work alongside people, especially those often left out of decision-making, to help shape local services. • We will engage and co-produce with communities, particularly those with poorer health outcomes or who face barriers to participation, to design and implement outcomes frameworks that measure impact on access and inequalities. • We will build services that feel safe, inclusive and respectful. We want everyone, service users and staff, to feel welcome, respected and supported in our services. • We will work with others to tackle the wider issues that affect people’s health and wellbeing, inclusion and access to services. • We will deliver against Argyll & Bute’s Child Poverty Action Plan • We will integrate the rights of children into our statutory Integrated Impact Assessment processes • We will embed trauma-informed practice and inclusive communications across all services. We will meet the requirement of the United Nations Convention on the Rights of the Child and develop child friendly versions of our strategies • We will implement The Promise - Scotland’s national initiative to ensure that all children and young people grow up loved, safe and respected. • We will recognise the impact of poverty on health and wellbeing and ensure our services are joined up with money advice and support. • We will track and report progress against HSCP Equality Outcomes • We will provide evidence and data to help us and our partners identify the local actions most likely to improve population health outcomes and reduce inequalities. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 STRATEGIC PRIORITIES AND OBJECTIVESWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 23 Page 35
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OUR HEALTH AND SOCIAL CARE STAFF The challenges of the current system are acutely felt by our staff. Our workforce is our most important resource and represents one of our greatest strategic risks. The wellbeing of health and social care staff is essential for ensuring our services are safe and of high quality. Our workforce planning must shift to support staff wellbeing, to ensure retention and system sustainability. We strive to be a great place to work, where staff thrive, feel listened to and are empowered to think differently and innovate, with workforce-led change supported by effective management. We will value and support staff, promoting wellbeing, training and shared leadership. We must also equip health and social care staff to support the redesign of care models, prevention, digital expansion, value based health and social care, and community-based services. WORKFORCE PLANNING • We will carry out a workforce skills gap analysis to inform our workforce planning • We will comply with safe staffing legislation • We will further develop rural and island workforce models, including joint posts and integrated teams • We will promote shared learning and development across social care, social work and health SHARED LEADERSHIP • We will involve our staff in shaping service redesign, recognising staff expertise as essential to delivering sustainable reform. • We will encourage staff to identify and act on opportunities to remove waste, reduce unwarranted variation, and implement changes that make services more sustainable without compromising quality or equity. • We will ensure staff have access to the right training to support innovation and service change COLLABORATION • We will recognise and strengthen our role in supporting partnership working across the third and independent sectors. This will focus on capacity building, organisational development and collective leadership approaches • We will share learning and development approaches across sectors • We will support volunteering as a key workforce pipeline and as a meaningful form of community contribution. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 STRATEGIC PRIORITIES AND OBJECTIVESWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 24 Page 36
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DIGITAL TRANSFORMATION Digital tools and technologies are key enablers of the transformation of the health and social care system in Argyll & Bute. Digital transformation must support, not replace, relationships, community presence and person-centred care. Digital services should enhance access, equity and self- management. We will continue to expand the use of telecare, remote consultations and digital therapies to support people where they are. SELF-MANAGEMENT AND SELF-GUIDED SUPPORT • We will empower people to self-manage their health through digital tools. We will expand the use of SilverCloud and Connect Me digital platforms. We will roll out new national digital services when they become available, such as the My Care app which will improve access to health and social care services. TELECARE (COMMUNITY ALARMS) • As the UK transitions from analogue to digital telephone systems, we will ensure that all of our telecare clients have the right equipment by 31 January 2027. The new telecare devices facilitate communication through both 4G/5G networks and broadband. EFFICIENCY AND BUSINESS PROCESSES • We will support the ongoing roll-out of a scheduling tool that boosts operating theatre productivity by optimising theatre use, prioritising patients more effectively and reducing treatment wait times. • We will introduce an electronic system within our Care at Home Service to enable better scheduling and online, real-time recording of client visits and staffing. • We will participate in NHS Highland’s Digitally Enabled Workspace Programme to optimise our business processes, enhance the digital literacy of our staff, and ensure the effective adoption and governance of digital tools and platforms. This will include working with our partner bodies to take advantage of all safe Artificial Intelligence (AI) solutions to drive business efficiency and accuracy. IMPROVING ACCESS AND AVOIDING TRAVEL • Virtual consultations (Near Me) are now widely available for healthcare appointments but are not always offered consistently and proactively. We will work with all services to understand barriers and improve appropriate uptake. • We will complete the roll-out of Ophthalmology Imaging Hubs in Argyll & Bute. The hubs will enable residents to receive specialist eye scans locally which can be reviewed remotely by specialist ophthalmology teams in Greater Glasgow & Clyde, reducing travel and improving access. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 STRATEGIC PRIORITIES AND OBJECTIVESWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 25 Page 37
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6 How Are We Going to Get There? PICTURED: Kilberry, Knapdale Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 HOW ARE WE GOING TO GET THERE?WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 26 Page 38
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Compassion, Integrity, Excellence, Leadership and Continuous Learning are the key values of the HSCP. We apply these values as we work with our staff and partners to develop our services and strengthen the partnership. In line with principles of Realistic Medicine, we always put safety and quality first, using the resources available to us to make evidence-based decisions and changes. We strive to deliver the best possible care, efficiently and compassionately. While the concept was developed within the context of the NHS it is relevant to health and social care. We will continue to foster a culture of continuous improvement to ensure our services deliver safe care and support. We will work with our staff and partner organisations to promote effective leadership across the HSCP, creating the right conditions for continuous improvement and ensuring that quality remains everyone’s priority. We will treat our staff with compassion and respect so they can provide the best possible care to others. This will be supported by the introduction of a HSCP-wide Quality Management System. We will invest in relationships - with people who use our services, our staff and our partners. This includes building trust, being open and transparent, really listening, reflecting on how things can be improved and working collaboratively. Our Engagement Strategy will ensure consultation and engagement is embedded in our way of working and bespoke engagement is carried out before policy changes are agreed. We ask the people of Argyll & Bute to work with us and share what matters to them about the services we provide and the opportunities they see to deliver them differently. • We will listen to what is important to everyone accessing health and care services in Argyll & Bute and put what matters to people at the heart of what we do • We will develop the principles of the Whole Family Approach across our services and localities • We will use qualitative as well as quantitative data - listening to stories, relationships, and lived experience to understand what helps people to feel better. • We will publish how engagement feedback has been used (“you said, we did, we learned”) We ask people who need our help to follow professional advice, attend scheduled appointments, and treat staff with kindness, dignity, and respect. Where they can, we ask people in Argyll & Bute to take an active role in doing as much as they can to look after their health and wellbeing, making informed choices and self-managing their health conditions where possible to support better health outcomes and the sustainability of services. People live good lives in strong and vibrant communities. We all have a role to play in making our local communities good places to live. OUR VALUES SERVICE QUALITY AND IMPROVEMENT COMPASSION CONTINUOUS LEARNING EXCELLENCE LEADERSHIP INTEGRITY Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 HOW ARE WE GOING TO GET THERE?WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 27 Page 39
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SERVICE PLANNING It would be easy to think how we deliver services is a straightforward choice: either provide services very locally or concentrate them in a smaller number of locations. In practice, services are planned and delivered along a spectrum that ranges from very local service delivery to some services that can only be delivered in a small number of places. Where a particular service 'lands' along this spectrum depends on several factors, such as: • How many people need to use it or will need to use it in future • How many staff we need to provide the service safely and their level of training • Equipment and accommodation needed • Geography • The overall funding available To ensure all our services are sustainable in the long term, we will have to change how we deliver some services over the course of this plan in order to make the best use of the resources we have. This may change how and where you access some of our services. This will also require a refreshed strategic relationship with our key partners within NHS Greater Glasgow and Clyde, that puts patient experience and best practice at the heart of every pathway. People in Argyll & Bute can expect us to work with them to plan and deliver the best possible services within the resources available. This involves open and honest dialogue about what can be delivered close to home, what needs to be delivered in a smaller number of locations, and what will be delivered in partnership with other organisations. SPECIALIST HOSPITAL CARE LOCAL HOSPITAL CARE SPECIALIST COMMUNITYCARE SELFMANAGEMENTSUPPORT TECHNOLOGYENABLED CARE CAREATHOME PRIMARYCARE Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 HOW ARE WE GOING TO GET THERE?WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 28 Page 40
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COLLABORATION AND WHOLE SYSTEM WORKING We know we must work closely with our partners and communities to deliver improvements in health and wellbeing. To achieve the best outcomes for the population of Argyll & Bute we need to ensure we are aligned with Argyll & Bute Council’s plans, strategies and programmes of work. • The Local Housing Strategy (LHS) • Argyll & Bute Outcomes Improvement Plan 2024-2034 • Argyll & Bute Economic Strategy 2024-2034 • The Child Poverty Action Plan • The Manifesto for Rural Change Argyll & Bute Council has also prepared a Housing Contribution Statement for the JSP (see Appendix 3). In June 2023, the council was the first local authority in Scotland to declare a housing emergency. Our other key statutory partner, NHS Highland, is currently updating its strategy in line with the Population Health Framework. Argyll & Bute has a vibrant and diverse third sector with a track record of effective collaborative working. We are committed to supporting our communities and a thriving voluntary and third sector, although we may not always be able to do this as the funder or primary funder of non- statutory services. We are working with TSI Argyll & Bute to develop our approach to partnership working and supporting the third sector beyond our role as a commissioner and purchaser of external services. This will include: • Contributing to an Argyll & Bute collaborative approach to navigate the challenges of increasing demands for support alongside reducing budgets • Supporting partners to sustain community based services for example in bidding for additional funding sources. • Improving strategic coordination on issues that require collective action and maximising the use of resources across the public and independent sectors. We will strengthen our collaboration with all our partners throughout this plan. We will be an active partner in Argyll & Bute’s Community Planning Partnership (CPP), helping to create a more prevention-focused system. Community Planning is how public bodies work together, and with local communities, to design and deliver better services that make a real difference to people’s lives. It drives public service reform by bringing together local public services with the communities they serve and provides a focus for partnership working to target specific local circumstances. CPPs include police, fire and rescue services, colleges and universities, councils, health boards and HSCPs. Partners are asked to focus their collective efforts and resources to add the most value to local communities, with particular emphasis on reducing inequality. We will work collaboratively across boundaries, with other HSCPs and health boards such as the Scottish Ambulance Service, NHS Greater Glasgow & Clyde, and the West of Scotland Planning Region, to deliver healthcare services. We will ensure the needs of our population are considered and built into regionally and nationally driven service redesign and commissioning decisions by ensuring strong representation in subnational service planning, such as the West of Scotland Planning Group and relevant national groups. We will also work nationally to inform a tangible route map to implement the 10-year Population Health Framework and ensure the lessons of the failure of the Christie Commission are considered. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 HOW ARE WE GOING TO GET THERE?WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 29 Page 41
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SERVICE TRANSFORMATION Planning the kind of change required of us is complex. We need to strike a balance between meeting immediate pressures, developing emerging service models, and preparing for long-term transformation. At the moment, much of our focus is on the current system: delivering safe care, maintaining essential social care support, and managing ongoing operational pressures such as waiting times, staffing shortages, and financial constraints. We are striving to ensure stability and to improve the effectiveness of the system that exists today. This is about keeping the system reliable, safe, and functioning as effectively and efficiently as possible. Over the course of this plan, we want new models of care to take shape. This involves pilots, prototypes, and early- stage redesign work. This includes our Hospital at Home work, integrating multidisciplinary community teams, and trialling digital and remote monitoring tools. These are the stepping stones toward more substantial transformation. Some of this work will feel disruptive and be challenging for all stakeholders: the public, our staff, service managers and our partners. The long-term transformative vision for health and social care - a sustainable, prevention-oriented, digitally enabled system with effective cross-sector coordination in relation to the social determinants of health - may seem a long way off. We are trying to address challenges that, in effect, span decades in the form of demographic change, workforce sustainability, and the shift towards population health and prevention. But it is this vision that sets the direction of travel, helping us and our partners develop a shared understanding of what the system could become. Argyll & Bute HSCP’s Transformation Board will oversee our service transformation programmes and projects. It will agree annual priority programmes and ensure the HSCP understands the progress being made and any causes of delays are addressed. We will work with our partners (Council, NHS Highland, third sector and providers) to scope joint projects and programmes, with the aim of maintaining and strengthening preventative services during the transition to a new model of care. This will ensure that transformation reduces demand, improves outcomes and delivers long- term financial sustainability. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 HOW ARE WE GOING TO GET THERE?WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 30 Page 42
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The Transformation Board has agreed the following areas of focus for 2026-27: SHIFTING THE BALANCE OF CARE • Care Home Review: A strategic review of all our care homes and developing a business case for the final option on the future vision and requirements to seek significant capital investment in the Care Home infrastructure across Argyll & Bute. • Care at Home Finance: Implementation of monitoring processes and review of allocations and individual care packages to ensure care is at the right place, at the right time and within current resources. • Care at Home Organisational Redesign: A redesign of the internal care at home service is ongoing, including the introduction of new staffing models. • Electronic Care Monitoring and Scheduling System Implementation DIGITAL AND TECHNOLOGIES • We will participate in NHS Highland’s Digitally Enabled Workspace Programme to optimise our business processes, enhance digital literacy among staff, and ensure the effective adoption and governance of digital tools and platforms. • Digital Dermatology: Formalisation of a new national pathway allows for faster diagnosis and assessment of skin conditions using a secure mobile app. This approach aims to streamline the referral process, reduce waste and improve patient care. Implementing the pathway locally for photo triage will help future-proof the service, reduce Consultant appointments and support faster treatment. • Implementation of Eclipse Case Management System – with bespoke system builds for Community Nursing, Podiatry, Physiotherapy, Occupational Therapy, Speech & Language, Mental Health, and Child Health to fully provide an integrated digital system. • The roll out of Open Eyes as our hospital electronic patient record • Analogue to digital Telecare upgrades – deliver a digitally capable device ahead of the deadline of 31st January 2027 for the national transition from analogue to digital telephone systems. These devices facilitate communication through both 4G/5G networks and broadband. • Artificial Intelligence (AI): work in partnership with NHS Highland and Argyll & Bute Council to scope key areas for the development and use of AI. The HSCP will align with the governance and policy of NHS Highland and Argyll & Bute to ensure compliance with both partners' governance arrangements and policy decisions. PLANNED CARE • We will work through NHS Highland’s Planned Care Portfolio Board to progress a range of strategic change programmes, with a primary focus on enhancing models of care for acute hospital-based services. In scope are: ° Diagnostic services ° Outpatient services ° Operating theatre design and efficiency ° Child and Adolescent Mental Health Services ° Neurodevelopmental Assessment Services ° Medical staffing models Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 HOW ARE WE GOING TO GET THERE?WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 31 Page 43
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We will make decisions based on evidence and data. All service areas will have access to management information and will use these data to refine their operating models and inform continuous improvement. We will work with our external providers to improve the quality of performance information they provide about the services we commission. We will ensure this information is used consistently to guide service planning, commissioning, and contracting. We will report performance holistically through our Integrated Performance Management Framework (IPMF). We will review the IPMF to ensure it effectively supports proactive performance monitoring and drives our transformation projects. We will report annually on our performance against the JSP as part of our Annual Performance Report. All service areas will have plans in place outlining how they intend to develop over the next five years. These plans translate our priorities and national policy objectives into specific actions for each service area, ensuring they are suitable for Argyll & Bute. We recognise that the quality of our services and outcomes for the people who use these services are not just measured by data and numbers. Our staff have appraisals and time for reflective practice and we will continue to act on feedback from people who use our services. PERFORMANCE MANAGEMENT Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 HOW ARE WE GOING TO GET THERE?WHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 32 Page 44
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7 Key Market Messages and Commissioning Intentions PICTURED: Duntrune Castle Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 33 Page 45
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A key mechanism through which we work with other organisations to provide services on our behalf is called commissioning. Strategic commissioning involves assessing and forecasting needs, linking investment to agreed outcomes, considering options, planning the nature, range, and quality of future services, and working in partnership to put these in place. Market facilitation entails commissioners working closely with providers, supported people, carers and their internal colleagues (procurement, legal and financial) to encourage the flourishing of a sustainable, effective range of providers and types of support in an area. Many of our services are not delivered directly by the HSCP. In fact, we work with a wide range of third sector and commercial providers to source appropriate social care services for the population of Argyll & Bute. There are services purchased from outside the HSCP area, called out-of-area placements. We support some providers through grants, which are payments to voluntary organisations to support activities that would otherwise not be viable. It is important to note a large part of the unscheduled and scheduled care activity for a variety of specialist secondary care services is accessed in or provided by NHS Greater Glasgow & Clyde (GG&C), along with some more specialist community services for the population of Argyll & Bute. Our geography means there are very few patient pathways linked to NHS Highland secondary care services, and we work with NHS GG&C and a number of other NHS boards to source both frontline and back- office services through service level agreements. All HSCPs are asked to develop market facilitation plans or statements to support the development of sustainable social care markets for their area and to ensure current and potential providers are equipped to deliver effective services to meet the needs of local populations. The main aim of this section is to give clarity for current or potential service providers on our approach to commissioning social care services within Argyll & Bute and how we aim to support a functioning social care market through our commissioning and procurement arrangements. STRATEGIC COMMISSIONING AND MARKET FACILITATION Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 34 Page 46
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LEGISLATION, POLICY AND GUIDANCE ABOUT SERVICE COMMISSIONING PUBLIC BODIES (JOINT WORKING) (SCOTLAND) ACT 2014 The Act places a duty on IJBs to produce market facilitation plans and involve a range of service providers, service users, representative bodies, and professionals in the commissioning process. All HSCPs are asked to develop Market Facilitation Plans and Key Market Messages to support the development of sustainable social care markets for their area. The aim is to provide clarity to current and potential service providers about our approach to commissioning social care services in Argyll & Bute and how we plan to support a functioning social care market through our commissioning and procurement arrangements. CARE REFORM (SCOTLAND) BILL This legislation will have implications for the delivery and commissioning of community health and social care services commissioned by A&B HSCP. Proposed changes include: • Specific procurement routes/arrangements for third sector organisations • Potential for ministers to amend the light-touch threshold for procurement • Rights to breaks for carers • Independent advocacy and advice for service users and the public • Provisions for improved information-sharing and information sharing standards • Introduction of Anne’s Law to give formal recognition to some family and friends and their role in providing care, support and companionship. • Creation of a National Care Advisory Board to support the creation of a national Support & Improvement Framework for local services, including delegated children’s and justice social work services. SELF-DIRECTED SUPPORT (SDS) ACT 2013 SDS aims to deliver choice and control to individuals receiving care. Our approach to commissioning services will be aligned with the principles and values of SDS as set out by the Scottish Government. We will make use of the flexibility afforded by the Procurement Reform (Scotland) Act 2014, to ensure our contracts and procurement processes have the flexibility to enable SDS effectively. HEALTH AND CARE (STAFFING) (SCOTLAND) ACT 2019 We must ensure our commissioning activities comply with our duties under the Act when planning or commissioning social care services. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 35 Page 47
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BEST VALUE The Local Government in Scotland Act 2003 sets out a statutory framework for Best Value for local authorities and in 2020 the Scottish Government published revised statutory guidance on best value within which Public Bodies should work. Public bodies must be able to demonstrate a focus on continuous improvement in performance around the themes of: • Vision and Leadership • Effective Partnerships • Governance and Accountability • Use of Resources • Performance Management • Equality • Sustainability ANCHOR ORGANISATIONS AND ETHICAL COMMISSIONING Argyll & Bute Council and NHS Highland are anchor institutions. By sourcing and procuring services locally, from organisations that operate ethically and sustainably, the HSCP can help bring economic benefit to Argyll & Bute. The HSCP is aware of the forthcoming Community Wealth Building legislation in 2026 and will meet all obligations of the statutory guidance that is published. HEALTH AND SOCIAL CARE RENEWAL AND POPULATION HEALTH FRAMEWORKS As outlined in Section 2, the frameworks set out ambitious objectives in terms of shifting towards prevention and improving access to services in the community. This means that some activity currently delivered in hospital sites will, over time, move to community settings. However, there will always be a requirement for very complex treatments, which must be delivered from a limited number of modern hospital sites, sometimes outside the area, with the necessary equipment, infrastructure, and workforce. Health boards and HSCPs are also asked to shift their approach to service planning and commissioning towards population-based approaches and away from planning services around specific boundaries. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 36 Page 48
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OUR CHALLENGES ENGAGEMENT WITH OUR PROVIDERS BUDGET PRESSURES As highlighted throughout the plan, demand for health and social care services is outstripping available funding and rising costs continue to put pressure on the HSCP and our providers. Ensuring financial viability and keeping people safe will shape our approach to commissioning for the foreseeable future. WORKFORCE Recruitment and retention of skilled staff is an issue for the HSCP and our providers. This is exacerbated by demographic change, competition from other sectors and the ongoing impact of changes to immigration rules and regulations. SERVICE GAPS AND MARKET FAILURE Our geography and relatively small population base means it is difficult to attract providers to fill specific service gaps. This is illustrated by the fact that the HSCP provides a higher proportion of social care services in house in our more remote localities compared to our localities closer to the central belt. To support the development of this plan, we shared a consultation survey with all our social care providers and held engagement events. Feedback was sought on the priority areas for our commissioning. The responses that we received support the HSCP's direction but stress that successful implementation requires rural-sensitive commissioning, realistic expectations, adequate funding, and continued partnership with locally embedded providers. The responses highlight urgent concerns about the sustainability of unpaid carer support and preventative services, calling for realistic resourcing, meaningful engagement with third- sector partners, and commissioning decisions that balance financial pressures with person-centred, preventative outcomes. The responses recognised financial pressures but warned that further cuts will significantly harm vulnerable people, urging the HSCP to protect preventative and person-centred services to safeguard wellbeing and reduce long-term demand on acute care. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 37 Page 49
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PRIORITY: FINANCIAL AND SYSTEM SUSTAINABILITY Our commissioning must help bring about the radical system shift that we all require, driving a smaller service footprint that realises better outcomes for people by being asset-based, independence maximising and technologically enabled. Our partners must be part of this journey. We will take action to bring spending into alignment with the available funding. This will have an impact on our commissioned services and providers. We will need to ensure we can continue delivering the services that are our statutory obligations. This will limit the funding available to support non statutory, preventative services delivered by third and voluntary sector partners. We will also need to seek savings within our commissioned statutory services. The Third and Voluntary Sector undoubtedly provides valuable services to our population and supports the health and wellbeing of people in Argyll & Bute in ways that cannot always be measured or quantified. Without the contribution of volunteers, family members, and unpaid carers, the system would grind to a halt. The HSCP remains committed to supporting our communities and a thriving voluntary and third sector, although we may not be able to do this as a funder or main funder of non-statutory services. Over the course of this strategic plan, we will review, redesign or withdraw funding from some services. • We will set up a Commissioning Oversight Group to provide oversight and ensure a coordinated, whole system approach to service commissioning. The group will agree which services are likely to benefit most from focused review and redesign. • We will engage providers proactively • We will create a central commissioning function to support individual teams within the HSCP with their commissioning projects, and we will implement a consistent process for contract monitoring and service review and audit ourselves against it. • All commissioned services will have clear and up-to-date service specifications that reflect current guidelines and best practice. Service specifications will include indicative activity, quality, and performance metrics, which are regularly reviewed and updated. • We will simplify reporting and make it proportionate; provide templates; align monitoring across programmes. • We will have a consistent process for the assessment and review of individual care packages. We will review and update internal policies, procedures, and our scheme of delegation for approving individual care packages. • We will ensure all commissioned care packages are regularly reviewed to confirm they continue to meet individuals’ needs. PREVENTATIVE AND COMMUNITY-BASED CARE We want people to be supported earlier, before problems become serious. Allocating HSCP funding to non-statutory preventative services will be challenging, but this does not mean we will cease supporting prevention and early intervention altogether. We will seek, wherever possible, to support and facilitate services to reduce demand on acute care and promote independence. • We will develop a standardised process for allocating temporary grant funding aligned to national and local priorities, particularly for prevention and early intervention. • For the services we continue to commission, we will work with providers to maximise opportunities for service redesign and co-production of new models to promote reablement, self- management, and the prevention of further interventions. • We will work with local communities and providers to ensure commissioned services are responsive to local needs and take account of local context. We will engage communities and localities actively in planning and commissioning health and social care services. KEY MARKET MESSAGES AND COMMISSIONING INTENTIONS Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 38 Page 50
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INTEGRATED AND PERSON-CENTRED CARE Our commissioned services should enable individuals to be active participants in their care planning and delivery. • We will work with providers to embed GIRFE (Getting it Right for Everyone) and GIRFEC (Getting it Right for Every Child) approaches, supporting holistic, coordinated care. • We will ensure third sector providers are treated as partners, and their contribution to the care and support of individuals is fully recognised. This entails the inclusion of partners in multi-disciplinary discussions where appropriate and improved mechanisms for information sharing. OUR HEALTH AND SOCIAL CARE STAFF Commissioning must consider the skills and capacity needed to deliver integrated, person-centred care in Argyll & Bute. • We will ensure our approach to commissioning supports the workforce of our provider organisations. We will maximise opportunities for joint and collaborative training. We will create joint training frameworks; invest in local training access; support digital/remote learning solutions. • We will work towards the signing of The Ethical Care Charter, recognising safety, quality and dignity of care is directly linked to employment terms and conditions. This will be challenging. As an organisation we want to be able to commission higher value services, but this will only be possible if providers collaborate with us to reduce duplication and service demand. • We are also looking to implement more collaborative commissioning arrangements that bring smaller providers together into consortia, to realise economies of scale. ACCESS TO CARE AND TACKLING HEALTH INEQUALITIES In line with the Scottish Government’s Population Health Framework, we want to address health inequalities and work with providers to ensure support reaches those who need it most, especially vulnerable groups and communities who often face barriers to accessing services. • We will ensure all our commissioning decisions will be assessed for their impact on communities across Argyll & Bute. We will refer to the Fairer Scotland Duty, the Islands (Scotland) Act and Equalities & Islands Impact Assessment to protect the most vulnerable to ensure we are inclusive across all areas and for people with protected characteristics. • We take our role as an Anchor Organisation and our role in supporting Community Wealth Building seriously. • We will aim to maximise opportunities for local providers wherever possible. • We will give providers the opportunity to highlight their contribution to local communities through assessments of added value and community benefits. This will be proportionate, recognising existing contributions and avoid rigid models. DIGITAL TRANSFORMATION Digital tools are helping us to improve care, access, and efficiency. From remote appointments and health apps to better data sharing and mobile working, we want to use technology to support people, staff, and innovation - while making sure no one is left behind through digital exclusion. Many of our provider organisations have adopted and embraced technology (such as scheduling systems). • We ask providers to work with us to trial and roll out new technology and systems such as remote welfare checks, medication prompts and solutions to support self-management. • We will work with providers to ensure any digitally supported service models are safe. We will set assessment criteria for when digital contact is appropriate and specify regular in person reviews. • We will ensure that needs assessments consider digital access and ability. • We will prioritise tools with proven benefits. • We will set up co-design groups; ensure frontline testing and publish learning from pilots. Argyll & Bute HSCP | Joint Strategic Plan 2026 to 2031 KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSWHAT YOU TOLD US HOW ARE WE GOING TO GET THERE? KEY MARKET MESSAGES AND COMMISSIONING INTENTIONSOUR VISION FOR 2031 STRATEGIC PRIORITIES AND OBJECTIVESTHE BIGGER PICTUREARGYLL & BUTE HSCP 39 Page 51
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Argyll and Bute Health and Social Care Partnership If you would like to share feedback on the Joint Strategic Plan, please contact us at nhsh.strategicplanning@nhs.scot nhsh.strategicplanning@nhs.scot About Argyll and Bute Health and Social Care Partnership www.facebook.com/abhscp www.x.com/abhscp Page 52
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1 Meeting: Strategic Planning Group Date of Meeting: 11th June 2026 Title of Report: Strategic Planning Group - Living Well Strategy 2026-31 Presented by: Sam Campbell – Health Improvement Principal The Strategic Planning Group is asked to: ▪ Note the significant achievements delivered through the Living Well Strategy (2019–2025). ▪ Note the structured approach undertaken to refresh the Strategy. ▪ Support the continued emphasis on prevention, early intervention and community-based delivery. 1. EXECUTIVE SUMMARY The Living Well Strategy (2019–2025) has been the HSCP’s flagship prevention strategy, delivering substantial progress in strengthening community-based support, embedding prevention, and improving self- management for people with, or at risk of, long-term conditions. The refreshed Living Well Strategy (2026–2031) builds on these strong foundations and responds to emerging challenges including increasing demand, health inequalities, and financial pressures. Work to refresh the Strategy has been undertaken during 2025, drawing on: • Extensive previous engagement and lived experience • Alignment with national and local strategies • Data from the Joint Strategic Needs Assessment and locality profiles The refreshed Strategy sets a clear direction for a more preventative, person-centred and community-focused system, with delivery supported through strengthened governance and an implementation plan. 2. RECOMMENDATIONS • Note the significant achievements delivered through the Living Well Strategy (2019–2025). • Note the structured approach undertaken to refresh the Strategy. • Support the continued emphasis on prevention, early intervention and community-based delivery. Page 53 Agenda Item 6
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2 3. DETAIL OF REPORT Key Achievements from the Living Well Strategy (2019–2025) The Living Well Strategy has delivered substantial, system-wide progress, particularly in embedding prevention, strengthening communities, and improving access to self-management support. Key achievements include: Strengthening Community Capacity and Support • Delivery of a Living Well small grants programme, enabling locally-led initiatives and increasing access to community-based wellbeing activity • Development of a community directory and improved local signposting • Increased access to community-based support for long-term conditions Embedding Prevention and Early Intervention • Establishment of a prevention partnership between HSCP, Macmillan and Live Argyll, including wellbeing coaching interventions • Increased focus on early intervention and preventative approaches across services • Alignment with the Population Health Framework and wider determinants of health Enhancing Self-Management and Person-Centred Support • Delivery of self-management and pain management programmes in partnership with Versus Arthritis • Development of link worker roles to support inclusion and self- management • Introduction of accessible health information resources for communities Responding Effectively to COVID-19 • Rapid adaptation of Living Well approaches to support pandemic response and recovery • Increased focus on mental health, resilience and social connection Strengthening Workforce Capability • Delivery of MAP Health Behaviour Change training across sectors • Increased awareness of the role of staff in supporting prevention and self-management Improving Partnership Working and Governance • Formation of the Living Well Programme Board, improving strategic oversight and integration with HSCP priorities • Strengthened multi-sector collaboration, including third sector and community partners Overall Impact: • Significant expansion of community-led and preventative activity • Stronger integration across partners • Increased emphasis on co-production, lived experience and population health approaches Steps Taken to Refresh the Strategy (2025) A structured and evidence-based approach was been taken to refresh the Strategy. Page 54
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3 Governance and Approach In January 2025, the Living Well Programme Board commissioned a short-life working group to undertake the refresh. Evidence and Engagement The refresh was informed by: • Previous extensive community and stakeholder engagement • Review of multiple HSCP and partner strategies, including: o Joint Strategic Plan o Carers Strategy o Outcome Improvement Plan o Mental health and wellbeing engagement • Joint Strategic Needs Assessment (JSNA) and locality data • Identification of recurring themes across strategies and engagement Mapping and Thematic Development • Review of 10 key strategies to identify shared priorities • Confirmation that the existing four themes (People, Communities, Workforce, Leadership) remain valid and aligned • Identification of key cross-cutting priorities: o Prevention and early intervention o Mental health and wellbeing o Access to services and information o Reducing inequalities and stigma o Strengthening community resilience Alignment with National Policy • Alignment with: o Scotland’s Population Health Framework (2025–2035) o Emerging Long Term Conditions Framework (pending publication) Summary of the Refreshed Living Well Strategy (2026–2031) The refreshed Strategy sets a clear direction for the next five years, with a stronger focus on prevention, sustainability and reducing inequalities. Strategic Aim: To support people in Argyll and Bute to: • Live healthy, independent and fulfilling lives • Be supported within strong and resilient communities • Access local, person-centred support closer to home The Strategy emphasises: • Prevention and early intervention as central to sustainability • A population health approach, recognising wider determinants of health • Partnership working across HSCP, third sector and communities • Community-based delivery to reduce reliance on acute services • Co-production and lived experience in service design Strategic Outcomes Page 55
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4 • People – Supporting self-management and accessible support • Communities – Empowering communities to lead and build capacity • Workforce – Developing a preventative, skilled workforce • Leadership – Strengthening governance, alignment and delivery Delivery Focus The Strategy will prioritise: • Expanding self-management and mental health support, • Strengthening community capacity and local place-based approaches, • Embedding prevention across the life course, including children and young people, • Developing a public health workforce approach across sectors, • Improving access to information, services and digital support, • Strengthening governance, monitoring and implementation planning. 4. RELEVANT DATA AND INDICATORS The Strategy is aligned to the Population Health Framework, focusing on addressing the root causes of ill health and reducing inequalities through prevention. The strategy was informed by data and evidence from a number of strategies including the Joint Strategic Needs Assessment. 5. CONTRIBUTION TO STRATEGIC PRIORITIES Living Well remains the HSCP’s flagship prevention strategy, supporting delivery of: • Argyll and Bute HSCP’s Joint Strategic Plan priorities • Population health improvement • Reduction in health inequalities 6. GOVERNANCE IMPLICATIONS 6.1 Financial Impact - Continued funding of Community Link Working and the Living Well self-management and physical activity programme in the longer term to support people to live well. 6.2 Staff Governance – This refreshed strategy presents an opportunity to support staff to be better informed about community support, organisations and more able to signpost people to them. 6.3 Clinical and Care Governance – No implications 7. PROFESSIONAL ADVISORY The Living Well Programme is supported by a Living Well Board with professional representation from a number of disciplines and operational working groups taking on operational oversight and delivery of the Implementation Plan. A review of the Terms of Reference, membership and activity of both is nearing completion. 8. EQUALITY & DIVERSITY IMPLICATIONS Page 56
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5 The Living Well Board agreed at the February meeting to extend the reach of the strategy to include children and young people. The strategy aims to reduce inequalities through its core principles and approach. An Equality Impact Assessment has been completed. 8. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE No implications at this time. 9. RISK ASSESSMENT The Population Health Framework directs organisations to become prevention focussed. This requires both a cultural change and financial investment. There is a risk to a number of programmes during the duration of the strategy, that the transformative finance required is unavailable due to its allocation to delivery of current services. 10. PUBLIC & USER INVOLVEMENT & ENGAGEMENT Engagement activity undertaken is noted in the Strategy. 11. CONCLUSIONS The Living Well Strategy has delivered strong, measurable progress over the previous period, particularly in community development, prevention and partnership working. The refreshed Strategy builds on this foundation and sets a clear direction for: • Scaling up prevention and early intervention • Strengthening community-led approaches • Improving sustainability of the system Following publication, delivery will be supported through: • A detailed implementation plan • Strengthened governance and reporting arrangements • Ongoing monitoring and evaluation of impact 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) Page 57
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6 REPORT AUTHOR AND CONTACT Author Name: Sam Campbell – Health Improvement Principal Email: Samantha.campbell3@nhs.scot Page 58
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Visit us: ablivingwell.org Strategy Refresh, 2026-2031 Shaping the conditions for people and communities to flourish in Argyll and Bute 1 Page 59
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I am pleased to introduce the refreshed Living Well Strategy, which sets out our shared ambition to support people in Argyll & Bute to live healthy, independent and fulfilling lives within strong and resilient communities. Living Well sits at the heart of our approach to population health and prevention. It recognises that good health and wellbeing are shaped not only by health and social care services, but by the wider social, economic and environmental conditions in which people live. Strong communities, meaningful connections, access to information and support, and opportunities to manage health and wellbeing closer to home all play a vital role in enabling people to live well. This refreshed strategy is being published alongside our Joint Strategic Plan 2026–2031, and the alignment between the two is intentional. Together, they set a clear direction of travel for the Partnership: a shift towards prevention, early intervention and community‐based support, delivered in a way that is person‐centred, evidence‐informed and sustainable within a challenging financial context. Living Well provides the population‐health lens through which many of the ambitions of the Joint Strategic Plan will be realised. This strategy builds on what we have learned through engagement, evidence and lived experience, and recognises the critical contribution of unpaid carers, volunteers and community‐led activity. Foreword 2 Evan Beswick Chief Officer, Argyll & Bute HSCP I am very pleased to welcome this refreshed Living Well Strategy 2026–2031. One of its strengths is that it recognises something we increasingly understand across Argyll and Bute: good health and wellbeing are built not only through clinical or statutory intervention, but through people, relationships, communities and the conditions that allow individuals to live well. Prevention, enablement and self-management are therefore central to creating a system that is more effective for people and more sustainable for the future. This is especially important in Argyll and Bute, where rurality, island living, inequalities, transport challenges and demographic change all shape people’s experience of health and care. At the same time, we have strong communities, a committed workforce and a vibrant third sector that is often closest to people’s everyday lives. The Living Well programme already recognises the importance of multi-partner collaboration and provides a real platform from which to do things differently and better. From a third sector perspective, this strategy rightly values community-based support, early intervention and partnership working. Voluntary and community organisations help people stay connected, build confidence, access practical support and manage their health and wellbeing in ways that work for them. Often, this support helps prevent needs from escalating and reduces pressure elsewhere in the system. I also welcome the emphasis on co-production, lived experience and collaboration. This strategy provides a positive foundation for strengthening our collective commitment to a more preventative, person-centred and community-connected approach across Argyll and Bute. Takki Sulaiman, Chief Executive Argyll & Bute TSI Page 60
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3 On behalf of the Argyll and Bute Community Planning Partnership (CPP), I am delighted to welcome this refreshed Living Well Strategy 2026-2031. At the core of community planning is both the aspiration to reduce inequalities through collaboration and the ambition to enable communities by empowering the individual. This strategy applies both principles to improve health and wellbeing for the local population. I am delighted to see our CPP Outcomes Improvement Plan priority, Community Wellbeing, reflected within this refresh. The actions dovetail with what our communities consistently tell us are their top priorities for community wellbeing; a voice in collective decision making, a sense of connection and belonging, and equality of access to sustainable community services, facilities, and opportunities. A key strength of the strategy is its grounding in the voices and experiences of people across Argyll and Bute. The themes of connection, prevention, and the need to reduce barriers created by geography and inequality all resonate strongly with the priorities of the Community Planning Partnership. The emphasis on co-production, community leadership, and partnership working reflects our shared commitment to doing things with communities, not to them. The Living Well Strategy 2026-2031 embodies the values at the heart of community planning and creates a partnership platform to help create a future where healthy and empowered individuals are living well in thriving communities across Argyll and Bute. Gary I’Anson, Chair of Argyll & Bute Community Planning Partnership Page 61
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Page 5 The Living Well Strategy 2019-2024 Page 6 Prevention focused approaches to supporting self management and prevention Page 7-8 Engagement and recurring themes Page 9 Step 2 Other considerations and the wider context Page 10 Conclusion Page 12-15 Outcomes and Actions Page 16 Appendices Contents 4 Page 62
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A series of Living Well small grants was set up and monitored to support community led activity aligned to the strategy Alignment of Living Well to the requirements of the pandemic response Community engagement to gather views on how people’s mental well-being can be better supported in local communities Development of a continually refreshed health information booklet which includes local and national signposting and information circulated widely out to communities Self-management and pain management information and support in local communities delivered by Arthritis UK (formerly known as Versus Arthritis) Prevention partnership between the HSCP, Macmillan and Live Argyll to develop wellbeing coaching interventions. Delivery of Health Behaviour Change training to health, social care and third sector staff. Development of link worker roles to support people to better self-manage and feel more included in their community. 02 The Living Well Strategy 2019-2024 The Living Well Strategy is a strategy developed by Argyll and Bute Health and Social Care Partnership (HSCP) and our partners to support people to live well with long-term health conditions. The original strategy was launched in September 2019 with a key aim of supporting people living with or at risk of developing a long-term condition in Argyll and Bute. Living Well highlights the importance of self- management and sets out our intentions to support people to live healthy and well lives in Argyll and Bute. Living Well was led by a Steering Group with members from a range of sectors including the Health and Social Care Partnership, the Third Sector Interface, the Living Well Networks and other community groups/organisations. The 2019-2024 Strategy had four themes: How did we do? Key achievements include: Additionally since 2022 following a merger of the Living Well steering group with the Prevention Programme Board an opportunity arose to refresh the focus of activities. 2 sub groups were formed: Community rehabilitation and wellbeing Communities working together The original Living Well Strategy ran from 2019-2024 and further information about the development of the strategy, progress and outcomes can be found here - Living Well Strategy — Living Well. Appendix 1 also outlines the original action plan and what was achieved in each action. 5 Page 63
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The Scottish Government and COSLA published the Population Health Framework in June 2025, with the aim of improving Scotland’s health and reducing inequalities over the next 10 years. The Framework’s targets are to improve Scottish life expectancy whilst reducing the life expectancy gap by 2035. Prevention Focused System – Strengthen collective accountability for population health outcomes and inequalities Social and Economic Factors – Improve the social and economic factors that support better health and reduce inequalities Places and Communities – Create healthy and sustainable places by working in and with communities Enabling Healthy Living-Develop supportive environments that promote health and well being and reduce harming activities Equitable Health and Care - Foster a health and social care system that delivers equity, prevention The Living Well Strategy 2026–2031 is a key delivery mechanism for the Argyll and Bute Joint Strategic Plan (JSP), providing the population health and prevention-focused lens through which its vision and priorities are realised. The JSP sets out a clear ambition for people in Argyll and Bute to live healthy, independent lives in resilient communities and to be supported to thrive through person-centred, integrated care. Living Well complements this by adopting an asset-based approach that builds on the strengths of individuals, families, communities and partners, and by working collaboratively with people and communities as equal partners in improving health and wellbeing. Together, the strategies emphasise a whole-system approach that moves beyond services alone, focusing on prevention, early intervention and the wider social, economic and environmental determinants of health, to support sustainable improvements in population health and to create the conditions in which people and communities across Argyll and Bute can live well and flourish. Prevention focused approaches to supporting self management and prevention The Framework recognises that health is primarily impacted by what happens outside of the health and care system. The Framework sets out how national and local government will work with public sector partners, community organisations and business to tackle these root causes of ill health. The focus on prevention, preventing ill health, and preventing further harm are all key elements of self-management and similar approaches are required. The Prevention Drivers of Health and Wellbeing identified in the Population Framework link very well with the Living Well Strategy. The Prevention Drivers are: Based on the King’s Fund Pillars of Population Health and Institute of Health Equity’s Eight Marmot Principles Scotland’s Population Health Framework 2025 – 2035 6 Argyll & Bute Joint Strategic Plan Page 64
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Argyll and Bute HSCP Strategies -Joint Strategic Plan -Draft Island Strategy -Carers Strategy -Living Well Strategy and engagement -Public Health, Mental health engagement -Corporate Parenting Plan -Children and Young People’s service plan This document describes how the Living Well Strategy has been updated and what it aims to achieve over the next five years. This strategy refresh will cover the period 2026-2031. The original Living Well Strategy was developed alongside the people affected by it. This means that the outcomes and actions from the original strategy were written after speaking with staff and a range of people within the community. We therefore looked at the views of people within the community which led to the first strategy and then mapped that to the feedback and engagement which had been gathered to inform several different strategies over the past few years. 05 What are we doing now? How did we refresh the Living Well Strategy? The Living Well Programme Board is the group which oversees the work of Living Well. In January 2025, the Programme Board agreed that a small group (short-life working group) should make sure that Living Well Strategy was still relevant, up-to-date and continued to meet the needs of Argyll and Bute. The refreshed Strategy would be launched early 2026. Timeline of the Living Well Strategy Refresh Partner Strategies -Argyll and Bute Outcome Improvement Plan -Argyll and Bute Community Learning & Development- Strategic Partnership Plan 2024- 2027 -Alcohol and Drug Partnership draft strategy -Health and wellbeing in Argyll and Bute (Macmillan) -Suicide prevention plans Our Approach Step 1 - Engagement We also looked at up-to-date data, for example that contained within the Argyll and Bute HSCP Joint Strategic Needs Assessment (JSNA) and locality profiles. We used this information to see whether the original Living Well aims were still relevant, and to see if anything needed removed or added to the strategy. 7 Page 65
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The group reviewed 10 existing strategies to identify recurring themes, noting the engagement/consultation that informed those themes and their relevance to Living Well. These have been themed below: What did we find? Recurring themes from mapping People Community Workforce Leadership People and families need to feel respected and listen to Having space to link with peers to sharing stories and experiences and make connections Increased involvement of people with lived experience in decision making, influencing and designing services People, families and carers need to have access to accessible information that is up to date and accurate Professional jargon can impact on peoples understanding and access Encourage digital health solutions Recognise the impact of loneliness on mental well being Support people to have good mental well being with self-management approaches Early intervention and support for young people People unsure of which service to approach Partnership working across communities and services taking a whole team approach to build from each other’s strengths Better understanding of how communities achieve a sense of connection and well being Further equality of access to services, facilities and community assets Access to things to do locally Promote and support access to sport, leisure and outdoor resources People with drug and alcohol are fully supported within their communities to find their own type of recovery Person-centred care/communication Services need to know what each other does & benefits of joint working Social prescribing and person-centred care Renewed approach to coproduction with the workforce Workforce wellbeing Continue to develop our trauma informed workforce and services Established workforce development group Expand workforce to include 3 sector and maybe privaterd Increased involvement of people with lived experience in decision making, influencing and designing services ‘Professional’ jargon can impact people’s understanding and access Encourage digital health solutions Developing alternative models of care delivery with strong intersectionality Broadening equality of access to community leadership opportunities Celebrate branding, asset-based communication Community Planning Partnership are working with partners and communities to ensure a resilient and active travel network Working with partners to enhance provision of bespoke transport services for those experiencing the greatest inequality in ease of movement Contribute to local and national strategic transport plans to ensure inequalities addressed and acknowledged. 8 Page 66
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07 Indications are that that 1 in 4 adults in Argyll and Bute are living with one life limiting long term physical or mental health condition. Public Health Scotland estimates that 24% of the population living with a physical health condition. The proportion of people living with more than 1 physical health condition increases with age. Many of these long term conditions are preventable. Drug and alcohol usage has increased. The health and well being of children and young people is key to preventing long term physical and mental conditions. Argyll and Bute is the 2 largest council area in Scotland. with significant challenges due the rurality, areas of deprivation and includes 23 populated islands. nd There are several pockets of deprivation across Argyll & Bute with some areas being amongst the most deprived in Scotland. There is an increasing number of children estimated to be living in relative poverty. There are an increasing number of unpaid carers many of whom will also have or will develop physical and or mental health conditions. We also have the challenges of accessibility to support that would support people to live Well due to our remote and rural geography. Community Place plans Social prescribing Frailty and falls prevention Mental health (suicide prevention) Planet Youth Walking development Community development/planning Third sector capacity building Smoking cessation Alcohol and Drug Partnership Health Behaviour change Child poverty action plan Other considerations Wider determinants of health Equality framework Realistic medicine Increasing older population who will live longer with Long term Conditions Reducing working age population Prevention of long term conditions Increased need for mental health support in adults and young people Reducing budgets but increasing demands National strategies- Scotland's Population Framework & Scotland's Long term Conditions Framework Step 2 Other considerations Links to other work 9All these factors have been considered in the development of this refreshed strategy and will help to influence the development of an Implementation plan building on the actions in the following pages. Page 67
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Conclusion We have an opportunity to ensure that The living Well Strategy is a key driver to help us with our prevention agenda across Argyll and Bute Preventing people developing Long Term Conditions and also supporting people to better manage their Long Term Conditions when and if they do develop. This has to take a population based approach across the lifecycle. We have aligned our key overarching actions to the Population Health Framework Drivers. The Scottish Government Long Term Conditions Framework was expected to be published early 2026 but has been delayed. Once it has been published we will look at how we ensure we are delivering against that framework and embed it into a brief update to the strategy. We also have an opportunity to link to the identified existing strategies and work within the HSCP to ensure that prevention and self management remain a priority. Its vital that any work we do fits into local priorities and those of our partners that are key to delivery Delivering on our actions A small short life partnership working group will be formed and tasked with writing a more detailed Implementation plan based on the following overarching actions. This will also allow us to monitor and evaluate our progress. The structures and Governance of our Delivery groups will be reviewed to ensure they are aligned and monitored as appropriate. This work will follow launch of the strategy and may be reviewed periodically to ensure we have the correct structures in place to ensure delivery. 10 Page 68
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Outcome -People What does this look like/actions Delivery of Living Well Programme across Argyll and Bute, and continue to deliver partner led self- management courses and resources that will be available and accessible to support people to live well in Argyll and Bute, including digital and virtual self-management support options Continue to explore and support peer support and opportunities for connection, sharing stories & experiences as a tool for self-management Work with partners to find opportunities to improve access to support and up to date health and well-being information in accessible formats and mediums Offer Distress Brief Interventions to empower people with self-management approaches that will enable them to better manage distress in the future Increase access to self-management tools and support for people with mental health conditions including Distress Brief Interventions Identify opportunities to ensure the expertise of people living with long term conditions including mental health is recognised and people can influence service design and improvements Explore and identify joined up prevention focused approaches- smoking, alcohol, drugs, healthy weight, physical activity etc. Explore opportunities to expand prevention approaches to young people and children including linkage to planet youth Explore opportunities to influence prevention across the lifecycle Population Health Framework Drivers: Enabling Healthy Living – Develop supportive environments that promote health and wellbeing and reduce health harming activities. 11 People in Argyll and Bute are supported to look after their health and wellbeing and have the tools and support they need to live well Everyone in Argyll and Bute should be able to live a healthy, happy life. People should have the right support, information, and services to help them stay well and take care of themselves. Led by: Living Well -People subgroup Page 69
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Outcome - Communities What does this look like/actions Population Health Framework Drivers: Places and Communities – Create healthy and sustainable places by working in and with communities 12 Work with our key partners to strengthen and build capacity within communities to ensure whole system approaches and improved connectivity to support people living in communities. This includes: Increase opportunities for collaborative leadership across our communities, meaning that communities are empowered to work together to address challenges within their local areas. Exploring community access to information, services and support and find opportunities to increase access Identify health and wellbeing opportunities based on the development of place plans and community action plans within local communities Support development of prevention focused communities and partnerships Champion and support engagement with communities, to involve people with lived experience in decision making and influencing and designing services Increase linkage with community based organisation’s in locality areas such as development trusts to support local wellbeing needs Identify opportunities to Link with Alcohol and Drug Partnership to support embedding wellbeing opportunities within the Alcohol and Drug community and recovery Embed well being into community projects/groups for young people and their families Communities - are empowered to lead and build capacity People and groups should feel confident and supported to take the lead in making their communities better. Everyone should have the chance to get involved and make a difference. Led by: Living Well ‘Communities working together’ subgroup Page 70
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Outcome -Workforce What does this look like/actions Population Health Framework Drivers: Prevention Focused System – Strengthen collective accountability for population health outcomes and inequalities 13 Support the workforce to take a more preventative approach within their work, by championing a ‘public health workforce’ across sectors Embed related development and training opportunities across all staff groups including, HSCP, Council, partners and 3rd sector Develop a workforce development group to support staff wellbeing and development of skills Explore and progress a social prescribing/prevention workforce framework for Argyll and Bute Develop clear referral/signposting pathways to better promote community resources and support available Engage with staff to understand training needs and co-design solutions Continue to deliver MAP of Health Behaviour Change training sessions across all partners and our staff groups. Deliver suicide prevention training courses across our partners and staff and find opportunities to embed for long term sustainability Map and influence workforce wellbeing workstreams Create learning forum to share learning between practitioners: Explore how to increase knowledge across the workforce in developing their prevention and self-management skills by promoting/signposting to health and wellbeing information sessions and workshops Workforce- staff are able and motivated to support the people they see to live well and are equipped to talk about prevention Staff who work with the public should feel supported, confident, and motivated to deliver person- centred care. They should have the right training and tools to help people live well and stay healthy Led by: Living Well workforce sub-group Page 71
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Outcome -Leadership What does this look like/actions Population Health Framework Drivers: Equitable Health and Care – Foster a health and social care system that delivers equity, prevention and early intervention 14 A new brand has been developed and will be utilized across all Living well workstreams and our website and resources. The new refreshed strategy will be launched and an overarching action plans will be developed with key actions for each working group Living well steering group/programme board and relevant work streams to continue to deliver the Living Well action plan and find opportunities to link to other relevant work within the HSCP and our partners A reporting and monitoring structure will be developed for working groups to report on progress against the action plan to the steering group and a process developed for reporting to the programme board. Clear structures and governance to be developed for the Living Well strategy working groups, steering group and programme board recognising that that these structures may change as required. All opportunities to be identified to embed The Population Health Framework into service delivery plans with a key focus on prevention across the life course Identify all opportunities to foster a clear understanding across leadership structures and our partners on the importance and relevance of prevention, including endorsement of Living Well refresh by HSCP Integration Joint Board. Leadership- to support the delivery of the Living Well Strategy and associated projects Living Well will be supported by leadership structures within the HSCP Led by: Living Well Programme Board Page 72
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Appendix1-Living Well Strategy 2019-2024 & Mid Strategy Report Appendix 2-Scotland’s Population Health Framework Appendix 3- Argyll & Bute Joint Strategic plan 2022-25 15 Page 73
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1 Meeting: Strategic Planning Group Date of Meeting: 11 June 2026 Title of Report: Engagement Reporting Presented by: Alison McGrory, Associate Director of Public Health The SPG is asked to: • Note the progress made with engagement during 2026. • Note the delivery of Locality Planning Groups in Argyll and Bute and agree to continuing with two groups for the east and west. 1. EXECUTIVE SUMMARY The HSCP recognises the importance of effective approaches to engagement and communication to ensure all our stakeholders are informed about our health and social care activities and have opportunity to be involved in sharing views in meaningful ways and shaping the direction of travel. This paper provides an update to the SPG on: • Locality Planning using east and west format • You Said, We Did reporting • Forthcoming training from HIS • New HSCP engagement officer • Internal audit of engagement strategy and procedures 2. RECOMMENDATIONS The SPG is asked to note the content of this report and recognise the efforts made by HSCP officers to work with all our stakeholders, which includes, staff, partners, unpaid carers, people who use our services and the wider public. This work will ensure people are informed about developments taking place and have opportunity to share their views. Specifically, SPG is asked to: • Note the progress made with engagement during 2026. • Note the delivery of Locality Planning in Argyll and Bute and agree to continuing with two groups for the east and west. 3. DETAIL OF REPORT 3.1 Locality Planning in Argyll and Bute In 2025, the SPG agreed to trial a move to two LPGs for the east and west of Argyll and Bute. There are pros and cons of this approach, but efficient use of officer and partner time was recognised as a key deciding factor. This format began in November 2025 and subsequent meetings have taken place in January, March and May 2026. The west LPG is very well attended, the east Page 75 Agenda Item 7
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2 LPG less so. Surveys have taken place to consider future agenda items and these will include: the Joint Strategic Plan, Community Link Working and the Living Well strategy. Communication links have been developed with the Community Councils and key messages are shared after each meeting. 3.2 You Said, We Did reporting The HSCP Engagement Framework recognises the importance of a feedback loop between gathering information from stakeholders, using this to inform decision making and sharing feedback with people. The feedback from the recent budget engagement exercise has been shared in this format. 3.3 Forthcoming engagement training from HIS A further round of engagement training is being run by Healthcare Improvement Scotland in June 2026. This includes: - Planning engagement - Carrying out engagement - Evaluating engagement 3.4 New HSCP engagement officer Interviews for the engagement officer took place in April 2026 and an offer of appointment has been made. The post holder is likely to take up post by August. This is an 18 month post funded from Argyll and Bute Council transformation reserves. 3.5 Internal audit of engagement processes Argyll and Bute Council are carrying out an internal audit of the HSCP’s engagement processes. This is welcomed by officers as an opportunity for continuous improvement. 4. RELEVANT DATA AND INDICATORS Nothing relevant to this paper. 5. CONTRIBUTION TO STRATEGIC PRIORITIES The newly published 2026 – 2031 Joint Strategic Plan sets out engagement framed as an ongoing process rather than one-off consultation, with a clear emphasis on maintaining dialogue with communities to shape future service transformation. Community and stakeholder insight is also used as evidence to inform priorities, particularly in relation to prevention, resilience and system sustainability. Alongside this, the Plan highlights a commitment to strengthening relationships and working in partnership across communities, the third sector, providers and other public services to support whole-system change. 6. GOVERNANCE IMPLICATIONS Governance of engagement activity takes place by annual tabling of a prospective action plan to the IJB and retrospective reporting of activity via the HSCP’s Annual Performance Report. 6.1 Financial Impact There are no financial impacts inherent in the activity in this paper. 6.2 Staff Governance Communication and engagement are core skills of the health and social care workforce. Staff are supported in delivering these aspects of their roles with training and development, plus expert advice from other professional groups such as the Communications Team and Public Health. Page 76
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3 6.3 Clinical Governance There are no clinical governance issues in this paper. 7. PROFESSIONAL ADVISORY Oversight of the HSCP’s approach to communication and engagement is provided by the Senior Leadership Team and the Strategic Planning Group 8. EQUALITY & DIVERSITY IMPLICATIONS The HSCP’s Engagement Framework has been written from the perspective of inclusion, fairness and equity. The Framework recognises the importance of using a range of techniques and approaches in order to ensure anyone has the opportunity to access information and take part in engagement activities. There is specific attention to “seldom heard voices”; accessible methods; and ensuring findings from engagement activities are fed back to the people who contributed, referred to as “You said, we did/we will do.” 9. GENERAL DATA PROTECTION PRINCIPLES COMPLIANCE There are no GDPR issues within this paper. 10. RISK ASSESSMENT There are no risks inherent in the content of this paper. Community engagement has previously been identified as a risk in the HSCP risk register, for example, there is a requirement to comply with statutory guidance from Scottish Government, and working with stakeholders results in more effective service delivery. The Engagement Framework seeks to mitigate organisational risks. 11. PUBLIC & USER INVOLVEMENT & ENGAGEMENT The HSCP’s approach to engagement is overseen by a Strategic Engagement Reference Group with membership from Healthcare Improvement Scotland, the TSI, the IJB, NHS Highland’s communications team and community representatives. 12. CONCLUSIONS The HSCP recognises the importance of effective communication and engagement approaches, both in relation to satisfying the requirements of Planning with People and in relation to developing ongoing and productive relationships with our stakeholders. We recognise that services developed and delivered in a co-productive and partnership way are more effective at meeting the needs of the people who use these services. Oversight of engagement approaches from the SPG is welcomed. 13. 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 14. PREVIOUS REVIEW OF THE REPORT Meeting Title of report Date Output (if relevant) Page 77
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4 REPORT AUTHOR AND CONTACT Author Name: Alison McGrory Email: alison.mcgrory@nhs.scot Page 78
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5 Appendix 1 Argyll and Bute Health and Social Care Partnership Communications Annual Report 2023-24 1. Introduction The Communications Annual Report for 2023-24 outlines how the HSCP has been communicating timely, relevant and accurate information over the last year and how this links in with the HSCP’s visions, aims and priorities for health and social care services in Argyll and Bute as detailed in the Joint Strategic Plan 2022-25. The communications activity listed in this paper also has at its heart the key goals of articulating the organisation’s policies, decisions and procedures; engaging and building trust with staff, partners, stakeholders, people who use our services and the wider public as well as protecting the reputation of the organisation. The Annual Report also contains a summary of some of the key activities that have been carried out by the Communications Team over the last year. 2. Communication Principles There are a number of key principles that continue to guide the HSCP’s communications activity at all times and define the professionalism of the organisation and these are to be: • honest, open and accurate • clear, simple and user-friendly • timely, current and relevant. It is also a key principle that the HSCP’s communications activity and messages are tailored and targeted to the appropriate audience and a wide range of communication channels were utilised over the last year to achieve this aim. 3. Governance Protocols To ensure that the HSCP follows the principles outlined above there are strict governance protocols in place whereby HSCP communications is approved by the relevant senior manager and if appropriate by the Chief Officer. The Communications Team is also the first point of access for any media enquiries and will prepare a response, if one is required, in discussion with the relevant manager. Once approved this will be provided to the media either from an HSCP spokesperson or a named HSCP individual where this is appropriate. HSCP staff/senior managers will also on occasion receive media enquiries and they are aware that these should be redirected to the Communications Team for any response. The above protocols are essential to protect staff and the reputation of the organisation. 4. Key Audiences Page 79
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6 It is important to determine the relevant audience for any communication activity to ensure that the content is tailored and targeted accordingly. The list below details some of the key audiences that the HSCP communicates with on a regular basis. Key Audiences Staff (NHS & Council) People who use our services (patients, carers, public) Integration Joint Board members Elected Members (councillors, MPs, MSPs) Scottish Government The media (local and national) Community Planning Partners Third Sector Independent Sector Community Councils Local Community Groups Living Well Networks 5. Communication Channels A wide range of communication channels are used to meet the needs of different target audiences and to ensure that the messages are distributed as widely as possible whilst allowing them to be tailored for the specific audience. Detailed below are some of the main channels. Communication Channels Webpages Media Enquiries Proactive Media Articles HSCP Digital Media Platforms (e.g. Facebook) Locality Digital Media Platforms Internal Communications Briefings Surveys Stakeholder Update Intranet Weekly Round Up (Staff Communications) Staff/Public Noticeboards GP Bulletin 6. Communications Team Projects/Activities The Communications Team is represented on the HSCP’S Strategic Leadership Team, attends the Integration Joint Board and provides advice to senior managers and staff on a regular basis. Over the last year the Team has been involved in a range of projects/activities and some of the key ones are listed below. 6.1 Proactive Communications Page 80
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7 There has been a targeted proactive communications approach over the last year in relation to issuing press releases and placing local features. These are aimed more at quality rather than quantity and are much more focused and have highlighted among other things the good work of HSCP staff, the services provided and the aims and visions outlined within the Strategic Plan. Examples of recent press releases include the following: Heartstart CPR and Defibrillator Awareness Training and Celebrating the Success of Community Link Working 6.2 Strategic Plan Close working has been continuing with the members of the Planning Team in relation to the ongoing promotion and marketing of the visions, aims and priorities of the HSCP as outlined in the Joint Strategic Plan. 6.3 Vaccination Programmes There have been ongoing public information campaigns, both at Board and national levels, in relation to the importance of eligible members of the public being vaccinated for various diseases such as flu and Covid. The Communications Team have been working closely with the CTAC (Community Treatment and Care) teams to promote key messages on social media and in the local press. 6.4 Recruitment The Communications Team have been working with workforce planning, recruitment and the People Partner to introduce more innovative ways of promoting Argyll and Bute which it was hoped would assist in attracting staff to live and work in the area. This has included the development of a new recruitment Facebook page, promotion of the abplace2b.scot website, developing case studies of staff for marketing purposes (view an example here) and the display of a number of recruitment posters on key CalMac ferry routes. 6.5 Training/Upskilling Training has been provided to managers and staff across a number of areas including social media, developing communication plans and graphic design. This has provided them with the additional tools to carry out their work and the Communications Team has also been available to provide any additional advice/support as and when required. 6.6 Digital Media Digital media, such as Facebook, has been used to increase the visibility of the organisation within local communities. This has assisted in a wide range of areas such as promoting job opportunities (please see example here), health improvement/self-management advice and support, local events and service developments. 6.7 Internal Communications Working closely with the Chief Officer to further develop regular engagement with staff through the use all user staff emails and Chief Officer staff bulletins. 6.8 Other Projects/Activities There are a number of other pieces of work that the Communications Team has been working on over the last year and some of these are listed below. • Assisting with the preparation of the Chief Officer Report for the IJB Page 81
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8 • Positing social media messages during Integration Joint Board meetings • Providing content for the NHS Highland Weekly Stakeholder Update • Arranging media interviews when required • Maintaining the HSCP webpages • Participating in the NHS Highland Press Office On Call Rota • Working with the Public Health team on key messages • Linking in with Argyll and Bute Council communications team on a number of projects • Communicating the HSCP’s budget challenges • Attending Incident Management Team meetings • Monitoring the HSCP’s generic email address • Responding to instant messages on social media • Working on suicide prevention campaigns • Providing communications support to the Transformation Board • Monitoring the media across print, broadcast and online and keeping senior managers informed of anything relevant to the organisation • Linking in with Third Sector colleagues • Working with dental/oral health teams on a range of projects and initiatives • Providing Photography Support • Supporting Argyll and Bute commissioned services • Marketing national awareness days • Providing support to the Attracting the Workforce Group • Supporting local HSCP volunteering initiatives (see a recent press release here) • Involved in a range of standalone campaigns including ‘The Broons’ keeping active campaign, Power of Attorney and SilverCloud (online mental health service) • Working closely with the Scottish Government on a range of national initiatives and campaigns • Supporting HSCP led community events • Supporting the use of various digital apps such as Sleepio (treatment for insomnia) 7. Key Communication Statistics for 2023-24 8. Communications Team Page 82
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9 The HSCP has a dedicated Communications Team who support the Integration Joint Board, Senior Leadership Team and HSCP staff. They work closely with communication colleagues, both in NHS Highland and Argyll and Bute Council, and link in on a regular basis with the Scottish Government and partners such as Police Scotland. The Team is a specialist resource that is the first point of contact for all media enquiries and for staff in relation to advice on communications issues. They also have a role in supporting and up-skilling staff to develop local proactive communication approaches including the use of local social media platforms. Communications Team contact details: David Ritchie, Communications Manager, david.ritchie5@nhs.scot Elaine Booth, Communications Officer, elaine.booth3@nhs.scot Page 83
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