1. Glasgow City Council Social Work Services and Glasgow Providers Provider Event 25 November 2014 City Chambers

2. Agenda 09:00 Registration and refreshments
09:30 Welcome and Introduction/Overview of Current Environment
David Williams, Chief Officer Designate Glasgow Health & Social Care Partnership
09:45 Health & Social Care Integration
David Williams, Executive Director Social Care Services, GCC
10:00 HSCI Locality Planning
Mike Burns (Head of Social Work Services North West, Social Work Services), Mark Feinmann (Director, North East Sector Community Health Partnership)
10:15 Group discussions and feedback
10:45 Tea / Coffee Break
11:00 HSCI Strategic Planning
Janette Cowan (Service Manager, Service Modernisation, SWS), Hamish Battye (Head of Planning and Performance, South Sector Glasgow City CHP)
11:15 Group discussions and feedback
11:45 Question & Answer Session

3. Welcome and Introduction David Williams Executive Director, Social Care Services

4. Welcome The session will cover: - The current operating environment
Health & Social Care Integration
- Locality Planning
-Strategic Planning
-Question & Answer session

5. Current Operating Context and Direction of Travel

6. Health and Social Care Integration
David Williams, Chief Officer Designate, Glasgow Health & Social Care Partnership

7. Draft National Health and Wellbeing Outcomes
1.  People are able to look after and improve their own health and wellbeing and live in good health for longer.
2.  People, including those with disabilities or long term conditions or who are frail are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community.
3.  People who use health and social care services have positive experiences of those services, and have their dignity respected.
4.  Health and social care services are centred on helping to maintain or improve the quality of life of people who use those services.
5.  Health and social care services contribute to reducing health inequalities.
High level Draft National Health and WellBeing Outcomes as outlined in guidance from Scottish Government on 12 May Outcomes are out for consultation until beginning of August 2014.

8. Draft National Health and Wellbeing Outcomes cont’d
6.  People who provide unpaid care are supported to look after their own health and wellbeing, including to reduce any negative impact of their caring role on their own health and wellbeing.
7.  People using health and social care services are safe from harm.
8.  People who work in health and social care services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide.
9.  Resources are used effectively and efficiently in the provision of health and social care services.
High level Draft National Health and WellBeing Outcomes as outlined in guidance from Scottish Government on 12 May Outcomes are out for consultation until beginning of August 2014.

9. Health and Social Care Integration: Strategic Planning
Hamish Battye – Head of Planning, South CHP (NHS GGC)
Janette Cowan – Service Modernisation Manager (Social Work Services)

10. What the Act says
The integration authority must prepare a Strategic Plan for the area, setting out:
The vision of the partnership
The arrangements for carrying out integrated functions
How those arrangements are intended to achieve, or contribute to achieving, the national health and wellbeing outcomes
How the partnership area is divided into localities
How functions will be carried out in each locality
Plan must cover a minimum of three years
Must establish a Strategic Planning Group

11. Strategic Planning Group
Contributes to development of the Strategic Plan
Membership prescribed in legislation and regulations
-At least one nominee from the health board
-At least one nominee from the local authority
-One person to represent each locality
-Others as the partnership deems appropriate.
-One representative from each group as prescribed by Scottish Ministers

12. Glasgow’s Strategic Planning Approach
3 year plan within a 10 year vision
Six Strategic Planning Groups
-Older People, Mental Health, Disabilities, Carers, Addictions, Homelessness
Existing planning structures for Children & Families and Criminal Justice
Coordinated within a Strategic Planning Forum

13. Third and Independent Sector Involvement
Representation on Strategic Planning Groups
Key partners in the planning and delivery of services in Glasgow
Delivery model is wider than just via Council / NHS resources
Moving beyond purchaser-supplier relationship
Shaping the market in Glasgow
Third and Independent Sector services and supports aligned with vision of the Glasgow partnership

14. Table Discussion 1 How do we (Council / Health Board / Third and Independent Sector) work together more cohesively to achieve the National Health and Wellbeing Outcomes?

15. Break

16. Health and Social Care Integration:
Locality Planning
Mike Burns (Head of Social Work Services North West, Social Work Services)
Mark Feinmann (Director, North East Sector Community Health Partnership)

17. Locality Planning
The locality vision, approach and plans that are developed will be critical in terms of delivering transformational change in the key areas of addressing inequalities, breaking the cycle of poverty and securing better outcomes for the people of Glasgow.

18. Locality Planning Principles
They are co-produced with local communities, users of services and their unpaid carers.
They are an integral part of their Health and Social Care Partnership and will be held to account for the delivery of local priorities.
They are based on trust and parity of respect between all partners.
They are multidisciplinary and multi-sector.
They have common purpose through an agreed scope and local outcomes for the population.
There is a clear understanding of the measurable outcomes for services and service users to be delivered by multi-disciplinary teams.

19. Locality Planning Principles 2
7. They have a level of devolved financial and operational responsibility within the Health and Social Care Partnership to make decisions on the use of resources and service delivery for their communities.
8. They make a central contribution to the development and delivery of the joint strategic commissioning plans.
9. They will have a focus on creating health and tackling inequalities through service planning, co-production, support for self-management and asset-based approaches.
10. They embody non-competitive direct engagement in the commissioning of support and services.

20. Legislative Requirements
Each Health and Social Care Partnership must have at least two ‘Localities’
Prescribed list of stakeholders to engage
Key contribution to the Strategic Plan

21. Defining Localities Not new – build on existing good practice
Geographical and communities of interest
Maintain 3 sectors geography
Connection with Strategic Planning
Use Scottish Government principles as a framework

22. Building on what works Effective relationships
Long history of partnership working and collaboration
Experienced and competent staff
Excellent examples of partnership working
-Primary Care Locality Groups
-Thriving Places
-Early Years Collaborative / One Glasgow
-Service Users / Carers / Providers Forum

23. Building on what works 2
Existing planning structures;
-‘Care Group’ Planning (e.g. Older People, Mental Health)
-Locality Planning Groups (e.g. Children’s Services, Primary Care)
-Public Involvement (e.g. PPF’s, Voices for Change)
-Refreshed Community Planning structures
-Improved relationships with Acute Services

24. Opportunities to improve
Citywide framework with local flexibility
To use resources more effectively, and change how we use them to deliver outcomes
Focus resources and management capacity into the locality
Set an agreed joint vision – leaders / politicians / staff
Improve service user / carer / public participation
Jointly set and agreed targets / outcomes
Closer working with Acute Services

25. Challenges
Balance between city wide service delivery and local delivery
Alignment / connection with Community Planning structures
Hosted services - and how to manage / plan these
Clarity re governance arrangements
Strong clinical and professional leadership working with general managers
Signing up to the vision
Role of parent organisation in enabling ability to control own destiny
Changing roles / structures of LA’s / Health Boards
Different approaches to involving staff / stakeholders in change processes
Different governance / policies / HR arrangements / terms and conditions

26. Third and Independent Sector Involvement
Representation on Strategic Planning Groups
Key partners in the planning and delivery of services in Glasgow
Delivery model is wider than just via Council / NHS resources
Moving beyond purchaser-supplier relationship
Shaping the market in Glasgow
Third and Independent Sector services and supports aligned with vision of the Glasgow partnership

27. Table Discussion 2
Thinking about current locality work outline examples of good practice. What are the factors that contributed to this?
What can we do to improve engagement in locality planning or support areas where it is not working as effectively to ensure we deliver the National Health and Social Care Outcomes as defined by the Scottish Government?

28. Question & Answer Session

29. Thank you
Presentation material and feedback will be available at:
Any queries to: