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Agenda 9:45 Registration 10:00Welcome and Introduction David Williams, Chief Officer, Glasgow City Health & Social Care Partnership 10:05Health and Social Integration Update David Williams, Chief Officer, Glasgow City Health & Social Care Partnership 10:10Outcome Based Commissioning David Williams, Chief Officer, Glasgow City Health & Social Care Partnership 10:30Transformational Change in Older Persons Services Susanne Millar, Chief Officer, Planning, Strategy and Commissioning / Chief Social Work Officer 10:50Table Discussion 12:00Question and Answer Session 12:15Conclusion

Health and Social Care Integration Update David Williams Chief Officer, Glasgow City Health & Social Care Partnership 21 June 2016

Proof of Concept: Review & Reform of Social Care Contracts and Delivery of the National Minimum Wage 2020 David Williams Chief Officer Glasgow City Health and Social Care Partnership 21 June 2016

Background c£160m pa of community-based social care services purchased (including residential) Salaries – primary overhead for providers, c80% New National Minimum Wage (NMW) 2020 – £9ph Uplift in excess of £21m pa in SWS budget c17% gap between current and future wage levels

Current Arrangements Majority of purchased service provision on an hourly rate basis Procurement on an ‘inputs’ and ‘outputs’ basis Need to ‘follow the public pound’ Administration, processes and number of staff involved significant

Approved Proposal Review/Reform of the route to procurement approved by Executive Committee Establishment of a ‘proof of concept’ (POC) Holistic model of support Alternative governance arrangements with a focus on safe care, risk management and service user outcomes

Approved Proposal, cont. Involvement with a small number of providers o Aspire○Fair Deal o Cornerstone○Mainstay o Enable○Turning Point Scotland Evidence base for further implementation across all providers Success criterion o Delivery of the NMW 2020 o 5% savings on total spend once transformation has been extended across all providers

Transformational Change Innovative care support networks within communities Paid staff on the new NMW 2020 Technology enabled care Less bureaucracy in administration and processes involved Greater choice and control for individuals Strengthening of local communities Evidence base established for further implementation

Project Arrangements Sponsor – Chief Officer, Finance and Resources 3 project groups o Social Work Services (SWS) Group o Provider Group o SWS and Corporate Group Workstreams representing the key areas of work – co-produced Reporting to Executive Committee and the Integration Joint Board (IJB) Communication – updates and outcome

Some Key Deliverables of the Workstreams Contract Management Framework incl. service outcomes Care Management arrangements and processes o High level individual outcomes o Joint statement – safeguarding, risk management and communication Outcomes based-contract Financial arrangements and processes for invoicing and payments Various provider solutions NMW 2020 and 5% savings (project deliverable)

The Scottish Government’s £250m? All adult social care staff to receive the SLW from October c £10.123m within GCHSCP allocation for this <£ 5.5m to NCHC <£4.6m remaining for distribution. How? Proposal of a straight percentage allocation across all providers backdated to 1 st April.

Further Information Process for competitive tenders remains Process for service reviews remains Process for new rates for the Social Work Framework remains Executive Committee and IJB reports are the terms of reference o Executive Committee (4 Feb 2016): ssionid= ssionid=78066 o Executive Committee (31 March 2016): ssionid= ssionid=78935 o Integration Joint Board (10 May 2016):

Transformational Change in Older People Services Susanne Millar Chief Officer, Planning, Strategy and Commissioning / Chief Social Work Officer 21 June 2016

Context HSCP Finance Demography Genuine questions about care

Older People Transformation Programme Wholesale transformation: resources systems processes cultures Vision – more older people living independently at home for longer That means – hospitals and care homes used appropriately

Where we’ve been: transformation of discharge system improved and stabilised performance growing external recognition still learning – Sheffield, Holland etc Horizon scan: growing resource gap managing the unintended consequences of change changing relationship with Acute future evolution of HSCPs care of older people will grow as a public policy issue Older People Transformation Programme

Next Steps Shift in balance of care from Acute care to HSCP for growing numbers of very frail older people Closer integration with Acute care – unscheduled care; post-continuing care Increasing focus on admission avoidance – anticipatory care; diversion from A&E Further structural integration within HSCP – operational teams; occupational therapy Clinical model will change – impact on primary care; impact on Acute Directly provided residential model will change More very frail older people supported at home – ABS; assistive technology Role of providers/community – challenge/opportunity

Table Discussion 1.How will the implementation of the Scottish Living Wage and National Minimum Wage impact on your organisation? (20 mins.) 2.How will transformational change help support implementation of: (25 mins.) a)SLW and NMW? b)Outcomes based commissioning? 3.What opportunities and barriers are there to moving to outcomes based commissioning? (25 mins.) Could all tables please have one question prepared for the Question and Answer Session

Closing remarks