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The Clackmannanshire and Stirling Health & Social Care Partnership’s vision is to enable people in Clackmannanshire and Stirling to live full and positive lives within supportive communities.It sets the strategic direction for how health and social care services will be shaped over the next 3 years and puts people at the centre of the plan, those who require services and those who deliver services. The three year plan was developed using robust and sound evidenced based on extensive research, consultation with the people of Clackmannanshire and Stirling, Providers, public organisations the 3rd and independent sectors. It takes account of local and national policies, strategies and action plans, including those of neighbouring authorities, recognising that providers and services can cut across more than one areas.There are 6 priority areas:•	Care closer to home•	Primary care transformation•	Caring , connected, communities•	Mental Health•	Supporting people with dementia•	Alcohol and DrugsIt sets out each priority area in clearly defined sections that succinctly outline and explain  what matters, what is currently being done, what it intends to do to through the plan and what this means for individuals, those who work in the sector and for the health and social care system as a whole.I particularly like the way that the plan uses colour, charts and pictures to show facts and figures and the evidence collected, which makes it much more interesting and reader friendly.  

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The Clackmannanshire and Stirling Health & Social Care Partnership’s vision is to enable people in Clackmannanshire and Stirling to live full and positive lives within supportive communities.It sets the strategic direction for how health and social care services will be shaped over the next 3 years and puts people at the centre of the plan, those who require services and those who deliver services. The three year plan was developed using robust and sound evidenced based on extensive research, consultation with the people of Clackmannanshire and Stirling, Providers, public organisations the 3rd and independent sectors. It takes account of local and national policies, strategies and action plans, including those of neighbouring authorities, recognising that providers and services can cut across more than one areas.There are 6 priority areas:•	Care closer to home•	Primary care transformation•	Caring , connected, communities•	Mental Health•	Supporting people with dementia•	Alcohol and DrugsIt sets out each priority area in clearly defined sections that succinctly outline and explain  what matters, what is currently being done, what it intends to do to through the plan and what this means for individuals, those who work in the sector and for the health and social care system as a whole.I particularly like the way that the plan uses colour, charts and pictures to show facts and figures and the evidence collected, which makes it much more interesting and reader friendly.  

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Clackmannanshire and Stirling Strategic Commissioning Plan        The requirements of the Public Bodies (Joint Working) (Scotland) Act 2014 and the supporting  Strategic Commissioning Plan Guidance is to lay out the tasks that each Integration Authority must take to ensure health and social care integration for adult services.One of these task is to produce a Strategic Commissioning Plan.The guidance refers to the definition of strategic commissioning as the term used for all the activities involved in 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.The vision for Clackmannanshire and Stirling Strategic Commissioning Plan 2019 – 2022 is ‘to enable people to live full and positive lives within supportive communities’.  The Plan recognises that improving the experience of care for people using services is ultimately what integration should deliver. The Plan outlines local demographics demonstrating issues regarding increases in numbers of people living to an older age, with more complex needs, and the reduction of working age people to look after them. The Plan refers to the need to focus investment on achieving the 9 Health and Wellbeing Outcomes, prevention, better partnerships, enhanced workforce development and the use of digital technology. Progress in achieving integration is outlined in the Annual Performance Report.         All looks great on paper. However I was recently chatting to a Social Worker who said their working relationship with health colleagues is more strained than ever with each determined the other should take on the work! 

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Clackmannanshire and Stirling Strategic Commissioning Plan        The requirements of the Public Bodies (Joint Working) (Scotland) Act 2014 and the supporting  Strategic Commissioning Plan Guidance is to lay out the tasks that each Integration Authority must take to ensure health and social care integration for adult services.One of these task is to produce a Strategic Commissioning Plan.The guidance refers to the definition of strategic commissioning as the term used for all the activities involved in 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.The vision for Clackmannanshire and Stirling Strategic Commissioning Plan 2019 – 2022 is ‘to enable people to live full and positive lives within supportive communities’.  The Plan recognises that improving the experience of care for people using services is ultimately what integration should deliver. The Plan outlines local demographics demonstrating issues regarding increases in numbers of people living to an older age, with more complex needs, and the reduction of working age people to look after them. The Plan refers to the need to focus investment on achieving the 9 Health and Wellbeing Outcomes, prevention, better partnerships, enhanced workforce development and the use of digital technology. Progress in achieving integration is outlined in the Annual Performance Report.         All looks great on paper. However I was recently chatting to a Social Worker who said their working relationship with health colleagues is more strained than ever with each determined the other should take on the work! 

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he Perth & Kinross 2017-2027 Community Plan (Local Outcomes Improvement Plan) has been developed in discussion with people who live in Perth and Kinross. The vision is to create a confident, ambitious and fairer Perth and Kinross for all who live and work here.

Perth and Kinross have 5 strategic objectives to deliver this vision:
1 Giving Every Child the Best Start in Life
2 Developing Educated, Responsible and Informed Citizens
3 Promoting a Prosperous, Inclusive and Sustainable Economy
4 Support People to Lead Independent, Healthy and Active Lives
5 Creating a Safe and Sustainable Place for Future Generations

There is a statutory duty on Community Planning Partnerships to consider the social and economic impact of decisions and actions taken, which means we must always be fully transparent. An increasingly complex delivery landscape where services may be directly delivered, commissioned or provided by local communities and social enterprises. Public services are moving from a position of control, to a greater reliance on influencing and joint working, to achieve our collective ambitions for the area.

To achieve this, the Community Plan for Perth & Kinross concentrates on three things: positive outcomes for everyone in Perth and Kinross; prioritising preventive approaches; and tackling stubborn inequalities where they exist. We will continue to develop our shared understanding of priorities, and ensure links are made to how priorities are resourced, working in partnership. Share learning from joint resourcing actions which have already progressed, such as within Health and Social Care integration. Extend joint resourcing initiatives across a range of service delivery areas and share the learning from these between the partners. Support our communities unlock greater control through powers such as asset transfer and participation requests.

In addition to the Community Plan, the Joint Strategic Commissioning Plan sets out an ambitious plan to integrate health and social care system to improve the health and wellbeing of people in Perth and Kinross. There has been, and still is a lot of work to do, to see a health and social care landscape transformed to keep more people living independently at home for longer, leading healthier lives.

T

As part of our priority to shift the balance of care so that we provide care closer to home, we want to maximise resources within communities, including the whole range of universal and voluntary services.  Several transformation programmes initiated by the Council and NHS partners have begun the process of challenge and review, supporting the vision to support more people to live as independently at home for longer.

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The last Adult Services Care Plan is so out of date that it has been taken down from the website. In it's place are a couple of different strategic documents - GCC Strategic Plan 2017-2022 and Glasgow City Integration Joint Board Strategic Plan 2016-19. Both produce a vision statement with some matching themes around promoting resilient and confident communities. The IJB plan highlights all the new areas of joint responsibility covering Health and Social Work and  sets out the agreed vision and priorities for health and social care services in Glasgow.
The Scottish Govts Strategic Commissioning  Plans Guidance states it as good practice for all local authorities to have 3-5 year plans across their core service provsion. Glasgow currenbtly has this only for children and families, with annual generic service integration updates on the original IJB report. For me, strategic reports are a useful tool for setting the framework but many are too long and too bogged down in unneccessary service detail. More focus needed on how to practically deliver 'transformational change ' is needed.

Steven Love

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I note the co-design element of the plan and I am aware of the creation of more joined up thinking with the community and voluntary sector as part of this long-term objective. Within the WHSCT I am aware that a pathfinder post is in place which will involve the individual engaging with  the public, community and voluntary and statutory services around what future services will look like in the West. Another major development is the concept of District Nursing neighbourhoods and partnerships which will build on the plan to enable the WHSCT to have tailored services to meet the needs of clients within their own homes. This builds on the idea of the right person, right place and at the right time. Neighbourhood District Nursing teams will be aligned to GP practices and will promote public health and wellbeing in addition to delivering holistic person centre care to the local community.

The aim of the service is to support people to remain as independent at home as long as possible, proactively facilitating self- care. Care will be delivered by enabling people to make the right decisions and choice through co production. I am aware in Primary Care and Older people services in the WHSCT that this will be a key driver in the co-production approach.

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· Newry and Mourne document is a very high level strategic document for the next 13 years (Apr 17 – 2030)

· Very collaborative and attractive to the user, clearly aimed “to provide the framework for collaborative working to deliver positive change for our communities”; it continually mentions: integrated, shared, partnerships, shared outcomes, shared vision and engagement; and does leave you in no doubt over the future requirement for community involvement and co-ownership of their future.

· Also it clearly details the values that the council wants it partners to demonstrate which seems very ethical.

· It does lead to 5 very positive outcomes to aspire to, but I do fear that the indicators are very simplistic in trying to measure the effectiveness of achieving these aspirations.

· Also I’m not sure of the effectiveness of stating that by addressing the indicators you will necessarily achieve the outcome desired.

· The Aim to achieve programme of government outcomes is very clear if simplistic.

· I also researched the composite plan for the next 2 years; I fear the majority of the key activities from the Thematic groups are cross referencing, mapping and promoting services provided and information stored by other stakeholders, majority of which seem to be in place already. Perhaps after this initial stage of scoping it is hoped more effective strategies can be delivered.

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I particularly liked their section on Carers as I am the lead for all things carers  in my Trust. I liked how they referenced Carers throughout as stakeholders. I was surprised that their info was almost identical to my Trust approach. Such as sourcing Residential and Day care and short break  opportunities to provide valuable respite. Identification of young carers; Seeking grant aid to support carers financially.  Development of a carers forum. I was particularly interested in developing a carers assessment perform so I am going to have a look at that in more detail . Thanks for the link.

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The M&EACP is a wide ranging document which sets out the community plan for the next 15 years fom 2017-32, it has 19 themes which have been developed with the councils strategic partners. As Paul has mentioned below I too was not aware of the Community Plan until I searched for it and I wonder will it be lost in all of the other strategic plans that have been created over the past 3-5 years.
That being said the document itself is ambitious and wide ranging and contains detailed plans for the growth of tourism in the area, good health and well being, improving education, developing a cohesive and safe community and improving the local environment.
In the context of Health and Social care the document discusses the issues around the different challenges in terms of a rise

in dementia and Alzheimer’s,

increasing demand for residential

and home care services and how

the local authority in conjunction with its strategic partners, will support older people to live well at home and within their

communities.
At the Nothern Trust we are currently working on an initiative connected to this theme in relation to delivering an Acute Care at Home project in both Antrim and Causeway Hospitals. This project will deliver joined up services to enable more older people to be cared for at home. This will allow the Northern Trust to work more effectively with GPs and community pharmacies, independent sector care homes, as well as service users and carers, to develop a more comprehensive acute care at home service, An example of the community plan in action!

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I note the co-design approach from statutory, private, voluntary/community sectors.  There is also reference to extensive public engagement a common theme with the Community Plan for Belfast.  Outcome based approach seen as a way to provide clarity and direction which is also in line with the Draft Programme for Government.
Ruth Donaldson

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Fermanagh and Omagh.
Interested to see that tha plan references an outcomes based accountability (oba) approach in line with the Draft Programme For Government. This is something my Trust has put significant focus on, transforming planning and accountability processes. Julie Davidson

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The first thing I note about the GCHSCP  Joint Adult Services Plan is that it is for the period 2013-15. We are now three years beyond that period and there is no sign of a replacement. The document is dense and not orientated towards the lay reader. For example the diagram at page 19 actually hinders understanding of the work of the organisation in my opinion.
It is also disappointing that there isn't a single achievement listed relating to Older People's services. The objectives contained within the plan are well rooted in the national and local priorities but I note that many are difficult to quantify or lack context. For example one of the Key Performance Targets is " At least 85% of older people receiving care at home will receive a care review within 12 months". What happens after 12 months? We know practically that reviews do not take place unless serious issues. Is that good care management?

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RHSCP Community plan recognises the need for affordable housing which is probably a national issue and not just local.  There is a need for new housing supply. 

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RHSCP Community plan recognises the need for affordable housing which is probably a national issue and not just local.  There is a need for new housing supply. 

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I feel our outcome improvement plan is a very easy read and has realistically identified local outcomes linked to national outcomes for progressing with focus on delivering better outcomes for everyone.

It has been established on:

·         clearly based evidence and analysis of our communities.

·         Specific about the preventative work required by the plan and how resources will be used in new ways to support prevention.

·         Driven for Community Planning Partnerships to develop integrated approaches to improving outcomes, identify where partnership working adds value and genuinely improves outcomes.

·         Clearly based on participation by communities and community organisations and about the resources necessary to deliver the planned improvements and how they will be provided by the statutory partners.

·         Precise about the level of improvement and timescales for each improvement commitment in the plan

·         And clear about scrutiny, performance and accountability for the plan.

Includes partner agencies who are involved in the delivery of outcomes such as Riverside Inverclyde, River Clyde Homes and Inverclyde Leisure.

Focus on particular communities that require targeted attention identified as being subject to multiple deprivation and experiencing the greatest inequalities in regard to housing, health, community safety, environmental improvements and community capacity building.
HL

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Aberdeen Health and Social Care Partnership Strategic Plan              The plan recognises the issues that affect the local population and the challenges that this puts on the delivery of services.  There is an emphasis on ‘doing things differently’ due to financial and social pressures.  The main themes of the plan are: prevention and self management, personalision, asset based approach – locality planning, support for unpaid carers, development of workforce – health and social care staff working together and the importance of partnership working.  The Plan is clearly written and easily accessible by the general public.  There are clear links to national outcomes and how they affect individuals, communities and the partnership.  The Plan also states how the Partnership will contribute to achieving these outcomes and how it will know it has made a difference. One of the measures of success is ‘Where do we want to be in 2019?’.  As we are now at the end of period covered by the plan work is ongoing on evaluation and revision.  One main area of change is consultation on move from 4 to 3 localities.    CK

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Aberdeen Health and Social Care Partnership Strategic Plan              The plan recognises the issues that affect the local population and the challenges that this puts on the delivery of services.  There is an emphasis on ‘doing things differently’ due to financial and social pressures.  The main themes of the plan are: prevention and self management, personalision, asset based approach – locality planning, support for unpaid carers, development of workforce – health and social care staff working together and the importance of partnership working.  The Plan is clearly written and easily accessible by the general public.  There are clear links to national outcomes and how they affect individuals, communities and the partnership.  The Plan also states how the Partnership will contribute to achieving these outcomes and how it will know it has made a difference. One of the measures of success is ‘Where do we want to be in 2019?’.  As we are now at the end of period covered by the plan work is ongoing on evaluation and revision.  One main area of change is consultation on move from 4 to 3 localities.    CK

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The Council has agreed that the Single Outcome Agreement act as the Community Plan for the Inverclyde area. The SOA is the high level strategic partnership document setting out the vision and direction for the Inverclyde area, as agreed by all the Inverclyde Alliance partner organisations. The outcomes are based on evidence of the key issues and challenges for the Inverclyde area and through

community engagement. They set out what we want to achieve for all the communities of Inverclyde. Inverclyde’s single outcome agreement 2013 to 2015 has now been updated with the introduction of Inverclyde’s Outcomes Improvement Plan 2017 – 2022.

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RHSCP People living longer thus more people needing care, needs possibly more complex. there is a significant need for carers across the care sector including a national shortage of nurses.  I think this is going to throw service delivery into crisis in the near future.  Also with all providers paying the "living wage" 

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RHSCP People living longer thus more people needing care, needs possibly more complex. there is a significant need for carers across the care sector including a national shortage of nurses.  I think this is going to throw service delivery into crisis in the near future.  Also with all providers paying the "living wage" 

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Number of available carers under increasing pressure and number of older carers increasing.

Rise of dementia

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- Promoting wellbeing and good mental health, particularly in our young people
- Promoting healthy lifestyles that support both physical and mental health.
- Tackling isolation and loneliness, by connecting people to their communities, and to services
- Enable people to live healthier, for longer, by supporting our older population to stay active
- Developing strong community-based services that respond to local need
- Enabling communities to have their voice heard, and influence the places and services that affect them.

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RHSCP "work with people as individuals, rather than just looking at their condition."

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RHSCP "work with people as individuals, rather than just looking at their condition."

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Glasgow Community Care Plan.  Paul Nolan

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Glasgow Community Care Plan.  Paul Nolan

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I wasn't aware of Glasgow's community care plan until I read the tutorial. Now I find it on a webpage with multiple other plans all stating the objectives of the Council and its strategic partners in a number of key fields. The Joint Adult Services Plan is intended as "a reference point for all staff, service users, carers and members of the public as it outlines current developments across service provision in Glasgow".  I dont doubt there is some value to the Community Care Plan but to be honest I am becoming increasingly concerned about the number of plans and outcome frameworks and vision documents that are circulating around the business of health and social care just currently.  I wonder what value the public place on these plans?

One section of the Glasgow plan was particularly interesting where it  outlined the future policy direction for the delivery of care and support services in Glasgow. Most of the specific objectives and priorities for the next year and beyond do align with the priorities as I see them in adult disabilities which is reassuring. Good to see the commitment to reshaping older peoples care and personalisation down in writing but I dont see enough appreciation of the challenges facing the sector have arisen in the last couple of years.
Paul Nolan

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RHSCP   focus on improving health and reduction in unscheduled care such as A&E

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RHSCP   focus on improving health and reduction in unscheduled care such as A&E

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Commitment to health improvement, early intervention and prevention

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RHSCP Renfrewshire implemented a Community Plan 2017-2027

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RHSCP Renfrewshire implemented a Community Plan 2017-2027

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The focus on this is:

Our Renfrewshire is:
thriving
well
fair
safe