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

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

Welcome and Introduction David Williams Executive Director, Social Care Services

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

Current Operating Context and Direction of Travel

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

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 2014. Outcomes are out for consultation until beginning of August 2014.

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 2014. Outcomes are out for consultation until beginning of August 2014.

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

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

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

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

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

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?

Break

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)

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.

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.

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.

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

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

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

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

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

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

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

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?

Question & Answer Session

Thank you Presentation material and feedback will be available at: www.glasgow.gov.uk/swsproviders Any queries to: SW_ContractManagement@sw.glasgow.gov.uk