Strategic Plan

Transcription

1 Strtegic Pln

2 If you require further informtion bout ny spect of this document, plese contct: Aberdeen City Helth & Socil Cre Prtnership Community Helth nd Cre Villge 50 Frederick Street Aberdeen AB24 5HY

3 Contents 1 Strtegy on pge 2 Introduction 3 Our Services 4 Our Strtegic Aims 5 Our Enblers 6 How will we know we re mking difference 7 Summry Aims, Priorities nd Commitments Appendices 1. Housing Contribution Sttement (tbc) 2. Equlity Impct Assessment (tbc) ACHSCPEnquiries@berdeencity.gov.uk berdeencityhscp.scot twitter.com/hscaberdeen

4 This document is lso vilble in lrge print, other formts nd other lnguges, on request. Plese contct the Aberdeen City Helth & Socil Cre Prtnership on For help with lnguge / interpreting nd other formts of communiction support, plese contct /

5 Strtegic Pln on Pge OUR VALUES: - Cring - Person Centred - Enbling OUR VISION: We re cring prtnership, working in nd with our communities to enble people to chieve fulfilling, helthier lives Prevention Resilience Enbling Connections Communities Working with our prtners to chieve positive outcomes for people nd lessen the need for forml support Working with our prtners to support people so tht they cn cope with, nd where possible, overcome the helth nd wellbeing chllenges they my fce. Ensuring tht the right cre is provoded in the right plce nd t the right time when people re in need. Ensuring tht our systems re s simple nd efficient s possible. Develop meningful community connections nd reltionships with people to promote better inclusion, helth nd wellbeing nd combt socil isoltion Working with our communities, recognising the vluble role tht people hve in supporting themselves to sty well nd supporting ech other when cre is needed. OUR AIMS Mentl Helth Strtegy Implementtion Pln Action 15 Pln Mrket Fcilittion Pln Primry Cre Improvement Pln Lerning Disbility Implementtion Pln Crers Strtegy Implementtion Pln Resilient, Supported nd Included Pln Autism Implementtion Pln OUR IMPLEMENTATION PLANS Workforce Pln TEC Frmework Digitl Strtegy Loclity Plns Trnsformtion Pln Reimgining Primry & Community Cre Medium Term Finncil Pln Enggement, Empowerment & Prticion Strtegy OUR ENABLING PLANS More dults ble to look fter their helth More dults supported to live t home independently Greter use of community lrm nd telecre service More unpid crers supported Primry Cre Improvement Pln ctions completed More dults ged 75+ living in community setting Fewer delyed dischrges Greter proportion of lst 6 months of life spent t home or in community setting Coordinted Enggement Pln produced Reduced levels of socil isoltion HOW WILL WE KNOW WE HAVE BEEN SUCCESSFUL

6 IJB Chir Foreword To be inserted Chief Officer Foreword To be inserted

7 2. Introduction Aberdeen City Council (ACC) nd NHS Grmpin (NHSG) delegte wide rnge of dult helth nd socil cre services to Aberdeen City Helth & Socil Cre Prtnership (ACHSCP). Our Strtegic Pln outlines how we pln to deliver these. This pln belongs to everyone living nd working in Aberdeen. In developing it, we met with mny people individuls nd professionl bodies - cross the city to help us understnd how they wnt services to look nd feel, wht is importnt to them, nd wht we should focus on. This gve us lots of informtion bout wht is going well, wht needs to be improved nd wht we need to concentrte on. It lso highlighted tht there re mny nd vried needs in reltion to helth nd socil cre services nd we hve worked to shpe our strtegic pln to meet these. Principles of the Strtegic Pln Our Strtegic Pln will set the focus nd direction for the next three yers, bsed on cler principles nd priorities. The prtnership lso hs to tke into ccount the ntionl integrtion principles when prepring our pln. Our guiding principles is to provide integrted services which improve people s helth nd wellbeing. These services will be provided in wys which: Are joined up nd esy for people to ccess Tke ccount of people s individul needs Tke ccount of the prticulr chrcteristics nd circumstnces of different service users in different prts of the city Respect the rights nd dignity of service users Tke ccount of the prticiption by service users in the community in which service users live Protect nd improve the sfety of service users Improves the qulity of the service Are plnned nd led loclly for the benefit of service users, people who look fter service users nd the people who provide helth or socil cre services) Anticipte people s needs nd prevent them rising Mke the best use of fcilities, people nd resources A key chllenge is for these principles to be prt nd prcel of our dy-to-dy prctice. It is importnt to us s prtnership tht our ctions meet the expecttions tht re plced on us.

8 Our principles re underpinned by our vision: We re cring prtnership working in nd with our communities to enble people to chieve fulfilling, helthier lives. We will chieve this by being: Cring Person centred Enbling Our vision nd vlues underpin ll of our ctivities nd define who we re nd wht is importnt to us. Our Strtegic Pln is bsed on converstions with people integrtion principles considertion of locl nd ntionl strtegies our vision our vlues Our Strtegic Pln seeks to estblish shred understnding of our chllenges nd priorities. We fce demogrphic nd finncil chllenges now nd in the future. Stisfying the incresing demnd for our services will be significnt chllenge with fewer resources vilble. Doing more of the sme is not sustinble option for us nd so we will need to hve honest converstions with the locl popultion bout their expecttions nd how we cn enble people to keep well nd, where pproprite, support them to mnge their conditions.

9 We will deliver on our Strtegic Pln under five brod strtegic ims: Strtegic im Wht does this men? 1. Prevention We will work with our prtners to chieve positive individul outcomes nd lessen the need for forml support. 2. Resilience Supporting people nd orgnistions so they cn cope with, nd where possible overcome, the helth nd wellbeing chllenges they might fce. 3. Enbling Ensuring tht the right cre is provided in the right plce nd t the right time when people re in need. 4. Connections Develop meningful community connections nd reltionships with people to promote better inclusion, helth nd wellbeing nd to combt socil isoltion. 5. Communities Working with our communities, recognising the vluble role tht people hve in supporting themselves to sty well nd supporting ech other when cre is needed. We ccept tht we will hve to reshpe nd trnsform how nd where we deliver our services. We remin mbitious to be recognised s n innovtive nd high-performing prtnership. With the support of the people of Aberdeen nd our mny vlued prtners we re confident tht we will chieve this.

10 Our Strtegic Pln is bout working in prtnership Our strtegy will ply n importnt role in ensuring tht people s experiences mtch or exceed their expecttions when they use our services. The scope of our prtnership s ctivities hs been formlly outlined in our Integrtion Scheme 1 nd consists of services from the helth, socil cre, third, independent nd housing sectors, which re ll committed to providing high-qulity integrted services to our citizens. We recognise tht working collbortively with ll our community plnning prtners is positive nd productive thing to do nd we will seek to co-ordinte our ctivities so tht they work semlessly together. Our pln hs been strongly influenced by 1. Scotlnd s public helth priorities 2 hve strongly influenced the development of this pln. Their stted im for people to thrive nd be s helthy s possible is set within broder desire to reshpe our ttitudes towrds helth nd well-being: Scotlnd where we live in vibrnt, helthy nd sfe plces nd communities Scotlnd where we flourish in our erly yers Scotlnd where we hve good mentl wellbeing Scotlnd where we reduce the use of nd hrm from lcohol, tobcco nd other drugs Scotlnd where we hve sustinble, inclusive economy with equlity of outcomes for ll Scotlnd where we et well, hve helthy weight nd re physiclly ctive

11 2. The Scottish Government s Helth nd Socil Cre Delivery Pln nd its focus on: better cre better helth better vlue 3. Effective community plnning rrngements will help us to deliver better services nd chieve better outcomes for our citizens nd communities. The Community Plnning Aberdeen (CPA) Locl Outcome Improvement Pln (LOIP) 4 sets out multi-gency pproch to mke Aberdeen better plce to live nd work in. The prtnership is member of the CPA nd recognises the vlue of ll prtners working together to ddress our common chllenges. The ctions set out in this Strtegic Pln will mke significnt contribution towrds fulfilling the LOIP s Plce nd People objectives. 4. Similrly, close lignment with the priorities (Prevention, Self-Mngement, Plnned Cre, Unscheduled Cre) set out in NHS Grmpin s Clinicl Strtegy ( ) 5 will ensure improved experiences nd outcomes for the people who use our services nd their crers. We hve been working hrd since we strted s prtnership in spring 2016 to ly out our mbitions nd directions in documents which cn help guide nd shpe how we deliver ll of our different helth nd socil cre services. Following the publiction of this new Strtegic Pln, we will tke the opportunity to tke fresh look t our delivery plns to ensure they continue to reflect the mbitions nd priorities set out in this overrching pln

12 3. our services Locl Outcome Improvement Pln (LOIP) Strtegic Pln Re-imgining Primry & Community Cre Crers Strtegy Lerning Disbility Strtegy Loclity Plns Strtegic Commissioning Implementtion Pln Mentl Helth Strtegy Autism Strtegy Trnsformtion Pln Figure 2 ACHSCP Strtegic Portfolio

13 The IJB lso hs strtegic plnning responsibility for some specific services which cover the whole Grmpin re nd some services which re delivered in cute hospitl settings. (Tble 2). Our Strtegic Pln pplies to these services too, s we need to mke sure tht the wys in which they re delivered, mtch our objectives nd priorities. Grmpin-wide service we re responsible for Hospitl services we re responsible for Intermedite Cre of the Elderly nd Specilist Rehbilittion Sexul Helth Acute Mentl Helth nd Lerning Disbility (decision pending) Accident nd Emergency Inptient hospitl services Generl medicine Geritric medicine Rehbilittion medicine Respirtory medicine Pllitive cre Mentl helth Lerning disbility Tble 2 ACHSCP Strtegic Plnning (Hosted/Acute) Responsibilities.

14 our services The prtnership s Chief Officer lso hs opertionl responsibility for School Nursing nd Helth Visiting. Better outcomes for the children nd young people in Aberdeen will be chieved by working more collbortively with children s services nd ligning our respective ctivities more fully. Working together with our wider prtners, we im to ensure tht trnsitions between children s nd dult services re s smooth s possible for those who require cre nd their crers. We know tht mny dults in poor physicl nd mentl helth who my hve housing difficulties, substnce misuse chllenges nd chllenging fmily reltionships cn trce their current experiences bck to dverse events in childhood. We recognise tht the first few yers re criticl to child s development nd tht positive interventions t this stge cn be crucilly importnt Trnsition from childhood through dolescence to dulthood cn be unsettling for mny people. We recognise tht erly enggement with young dults nd their fmilies cn ese nxieties nd reduce the likelihood of hrmful consequences to helth nd wellbeing. Good qulity housing nd relted services lso ply key role in enbling people to be ble to live independently t home for s long s is resonbly prcticble. The Aberdeen City Council Locl Housing Strtegy (LHS) sets out how locl need nd demnd will be ddressed nd how this contributes to the ntionl housing priorities. The strtegy ims to deliver six strtegic outcomes: 1. There is n dequte supply of housing cross ll tenures nd homes re the right size, type nd loction tht people wnt to live in with ccess to suitble services nd fcilities. 2. Homelessness is prevented nd llevited. 3. People re supported to live, s fr s is resonbly prcticble, independently t home or in homely setting in their community. 4. Consumer knowledge, mngement stndrds nd property condition re improved in the privte rented sector. 5. Fuel poverty is reduced which contributes to meeting climte chnge trgets. 6. The qulity of housing of ll tenures is improved cross the city. 6

15 We re committed to working with our housing collegues to support the fulfilment of these outcomes. The Housing Contribution Sttement t Appendix X sets out how we will work with housing collegues to deliver the ims of this strtegy, We recognise, too, tht working with ll our community plnning prtners is good nd positive thing to do nd we hve ctively sought to lign our ctivities s best we cn.

16 In 2030 Aberdeen will be one of the helthiest plces to live in Europe becuse.. Everyone is s helthy s cn be, hs the knowledge, understnding nd skills to look fter themselves, their fmilies nd their communities Businesses work closely with communities nd volunteers Positive mentl helth nd wellbeing is shred by ll People re sfe, helthy, welthy nd hppy The helthiest choice is the esiest nd preferred option People know who to turn to by being ble to esily ccess helth informtion Helth sttus is shred cross the City helth inequlities re uncommon People of Aberdeen re socilly nd digitlly connected The City is sfe to live, work nd ply Citizens of Aberdeen re physiclly connected it is esy to get in, out nd round the City There is strong sense of independence, resilience, confidence, self-esteem nd spirtion within our communities Equl opportunities re enjoyed by ll There is sense of pride nd pssion in Aberdeen People tke responsibility for their own helth nd prticipte in preventtive nd nticiptory cre

17 4.1 Prevention We recognise tht if we wnt to improve the helth nd wellbeing of our locl people, we must identify nd overcome ny brriers to chnge. We strongly believe tht compssionte nd inclusive ledership cn help to brek down ingrined ttitudes nd unlock the prtnership s potentil to trnsform services nd we will work with our prtners to enble the necessry chnges to hppen. We lso recognise tht we need to engge with people bout their experiences nd focus on improved outcomes. Most people remin reltively helthy nd ctive without the need for forml supports nd services. Although helth problems generlly increse with ge, ill helth nd disbility should not be n inevitble consequence of growing older in Aberdeen. We wnt to strengthen our erly, preventtive interventions nd focus on the promotion of good, positive physicl nd mentl helth nd wellbeing for ll people cross ll ge-groups nd client groups. Mentl helth issues re significnt public helth chllenge which mny of us, our friends nd our fmilies will experience. Such issues cn hve n impct on person s bility to function nd live independently nd cn ffect other people in their network of fmily nd friends. We im to provide help from the right person, in the right plce nd t the right time. This mens developing pproprite services which re more quickly ccessible nd vilble loclly for ll levels of mentl helth problems. We continue to move wy from hospitl-bsed services s the min mentl helth provision to develop community-bsed cre nd tretment resources where there is significnt emphsis on prevention nd supported self-mngement. 4. our strtegic ims We will seek to ensure tht our citizens enjoy the best possible mentl helth nd wellbeing nd tht when nyone begins to experience poor mentl helth, pproprite supports re vilble in their communities for them to ccess. We re very wre tht ech person s recovery journey is unique to them. We re keen to work with nd longside them by delivering services tht promote rights bsed model which is focused on their personl recovery nd enduring qulity of life.

18 Priorities Promote positive mentl helth nd wellbeing Address the fctors tht cuse inequlity in outcomes in, nd cross, our communities Reduce lcohol nd drug-relted hrm Commitments We will produce Mentl Helth Strtegy nd Action Pln We will ctively contribute to reducing known helth inequlities We will support Alcohol nd Drug Prtnership in delivering ctions to reduce substnce-relted hrm Evidence Mentl Helth Strtegy nd Action Pln in plce % dults registered with GP nd dentist Number of people with lerning disbility in further eduction or employment The ntionl Mentl Helth Strtegy hs prevention nd erly intervention s one of its five themes nd outlines key ction points ssocited with this. This ntionl strtegy will inform nd influence the development of the prtnership s own mentl helth strtegy. Helth inequlities cross the city re unfir nd voidble. Reducing nd overcoming such inequlities underpins everything tht we understnd bout the helth nd wellbeing of our locl popultion nd the ctivities nd interventions which we propose to implement to improve this. Deprivtion is key driver of poor helth nd inequlities cross our communities nd we welcome Aberdeen City Council s nti-poverty strtegy Towrds Firer Aberdeen Tht Prospers For All s significnt sttement of intent to remedy such mtters. Helth nd socil cre prtnerships hve duty, under the Firer Scotlnd Duty, to contribute to reducing helth inequlities. We will lwys seek to understnd better the helth nd wellbeing of our locl popultion nd the fctors which contribute to unequl helth outcomes. We will, with our community plnning prtners, use this informtion to tke pproprite ctions to reduce the helth inequlities in our city. Alcohol nd drug use significntly contribute to poorer helth nd wellbeing cross ll prts of our city. Much of the hrm cused by substnce use cn be prevented through joined-up helth nd socil cre services undertking evidence-bsed erly intervention. There cn be mny personl chllenges to overcome but we need to mke person s recovery journey esier by removing the stigm ssocited with seeking help. We will seek innovtive wys of tckling substnce use in ll its forms nd we will provide ccessible, high-qulity services for people who need more intensive support nd tretment. We will support our locl Alcohol nd Drugs Prtnership to deliver the ntionl strtegy Rights, respect nd recovery: lcohol nd drug tretment strtegy

19 4.2 Resilience Resilience cn be understood to be the wys in which people nd orgnistions dpt to circumstnces tht my be less thn stble or positive. It is not new concept, but it is one tht cn significntly influence our ttitudes nd behviours in response to life s dy-to-dy chllenges. Supported self-mngement mens moving wy from model where people re pssive recipients of cre nd tretment towrds more collbortive reltionship where they re ctive prtners tking greter responsibility for their own helth nd wellbeing. Mny people with long-term conditions lredy mke pproprite decisions nd mnge mny fctors tht contribute to their helth nd wellbeing on dy-to-dy bsis. For this shift to be effective, people need to hve opportunities to develop their knowledge, skills nd confidence to mke informed decisions nd dpt their helthrelted behviours. They lso need to hve ccess to the necessry expertise to support them in overcoming brriers nd chieving their gols. There is no shortge of helth improvement messges, including keeping physiclly ctive, minimising our lcohol intke nd eting five portions of fruit nd vegetbles dy; wht is lso needed is n pproch tht recognises our experiences of the complexity nd cumultive impct of our helth condition(s), nd n understnding of wht my work for ech individul nd our desired personl outcomes. Unpid crers re significnt prtners nd our helth nd socil cre services could not function s well s they do were it not for their contribution. We will ensure tht the support offered to ll crers, is trgeted both t their individul outcomes nd the personl outcomes of those being cred for. Our Crers Strtegy sets out key ctions tht will support our mny unpid crers with the chllenges tht they experience regulrly to enble them to hve life outwith cring if they so choose Priorities Promote nd support self-mngement nd independent living for individuls Vlue nd support unpid crers Commitments We will continue to invest in our Promoting self mngement nd building community cpcity trnsformtion portfolio We will our unpid crers to identify s crers, to mnge their cring role, to be involved in the plnning of services for the cred for person nd to hve life longside cring if they so choose Evidence % of dults ble to look fter their helth % dults supported to live t home independently Use of community lrm nd telecre services Number of unpid crers supported Feedbck from unpid crers in reltion to support, involvement nd hving life longside cring

20 4.3 Enbling This pproch mens services re tilored to the needs of individul people, so tht they hve ccess to the right cre, in the right plce t the right time. It mens tht there re no in-built ssumptions of wht someone needs or uniform one size fits ll provision but there re insted pproprite directions to other resources nd services s nd when pproprite for ech individul. Primry cre is crucil re of opertion within the prtnership, providing pproprite dvice nd tretment for physicl nd mentl helth illnesses nd conditions cross ll ges. It is the first point of helthcre contct for mny people nd the gtewy to mny other helth services. We know tht we hve workforce recruitment chllenges to overcome but even so, this sector hs shown continuing bility to introduce new wys of delivering helth cre. It hs key role to ply in promoting people s helth nd wellbeing nd mintining their independence t home in the community. Our Primry Cre Improvement Pln 11 outlines our proposed inititives to ddress this sector s significnt operting chllenges. We re mindful, though, of those who re furthest from the point of cre not in geogrphicl sense but becuse of their substnce use, poor mentl helth, complexity of ill-helth, disbility or vulnerbility.

21 Priorities Their numbers my be smll compred to some other popultion groups but the impct of getting it right for them my well be proportiontely greter. This im is not just bout better nd more effective use of wht we currently hve but ctively redesigning to deliver improved experiences nd outcomes. Pllitive cre seeks to improve the qulity of life of people who hve terminl illness or life-limiting conditions. End-of-life cre is tht prt of pllitive cre which seeks to ensure tht person dies s pecefully nd with s much dignity s possible. We recognise the need to be responsive to the chnging preferences nd priorities of people with dvnced illness nd those of their crers. The choices tht re expressed fter dignosis my well chnge lter; for exmple, most people, when sked, initilly express preference for dying t home but in fct most die in hospitl. There re different resons tht explin this, but converstions bout sensitive nticiptory plnning will help ensure tht the holistic cre tht is put in plce meets the needs nd wishes of the individul nd, where pproprite, their crer. The ntionl Strtegic Frmework for Action on Pllitive nd End-of-Life Cre sys tht by 2021 everyone who needs pllitive cre will hve ccess to it. Reshpe our primry cre sector Shift the blnce of cre from the cute helth sector to community- bsed services Develop our pllitive nd end-of-life cre provision Commitments We will implement, fully, our Primry Cre Improvement Pln We will support nd implement, s pproprite,, the locl Unscheduled Cre Essentils Action Pln developed with our prtner gencies We will review our current pllitive nd end-of-life cre provision nd develop n ction pln to fulfill the strtegic frmework vision Evidence 11 Primry Cre Improvement Pln ctions completed % of dults ged 75+ living in community setting Number of delyed dischrges Proportion of lst 6 months of life spent t home or in community setting

22 Priorities Enble our citizens to hve opportunities to mintin their wellbeing nd tke full nd ctive role in their locl community Reduce the perception of loneliness nd isoltion experienced by individuls cross ge nd client groups Commitments We will develop coordinted enggement pln for ll the prtnership s ctivities nd inititives with our client nd ptient groups We will develop the socil cpitl of our prtnership cros ll sectors nd services Evidence Coordinted Enggement Pln produced Level of socil isoltion reported 4.4 Connections We strongly believe tht those living, working nd volunteering loclly re best plced to identify locl issues nd needs; to suggest how these needs might be ddressed; to prioritise the needs bsed on wht is most importnt to the locl community; nd reflect ll of these within n greed ction pln for the community. We will seek to mke open nd ongoing enggement with our locl popultion defining feture of who we re s prtnership. We will continue to engge with our loclities, develop better reltionships with their residents nd work together to support qulity of life tht is s good, positive nd ctive s possible. People re helthier when they feel connected to things tht mtter to them. This is why the IJB hs previously endorsed Community Plnning Aberdeen s Enggement, Prticiption nd Empowerment Strtegy 12. Working with our citizens to co-produce the outcomes tht mtter to them is n importnt principle for us. We wnt to promote nd develop the wellbeing of our communities by incresing opportunities for the people who live in these res to shpe their own lives nd tke prt in locl decision-mking. This mens tht we: strt with the ssets nd resources in our communities nd identify opportunities nd strengths; see people s hving something vluble to contribute nd support them to develop their potentil in dding socil vlue to their communities; focus on communities, encourging nd dding socil vlue t every opportunity. The IJB does not hve forml responsibility for trnsport connections nd resources but we recognise tht for mny people n mbition of feeling better connected will be not be relised if trnsport chllenges re not ddressed. Perceptions of loneliness nd isoltion cn differ cross client groups nd ge groups. People s perception of how lonely they re nd the impct of this cn be ssocited with n incresed risk of poor helth, incresed ttendnce t GP surgeries nd A&E Depts nd in some instnces, erly deth. Offering different opportunities, depending on who we re nd where we re, cn help ddress these chllenges.. See for exmple, the prtnership s Lerning Disbility Strtegy A thegither in Aberdeen which hs s its first outcome people feel connected to their communities

23 4.5 Communities We recognise the vlue of n sset-bsed pproch to developing effective nd sustinble models of cre tht focus on the helth nd wellbeing of our locl popultion. We will seek to build on the existing ssets nd strengths within our communities nd strive to ensure tht our citizens nd communities re fully involved in the design nd delivery of services. Priorities Implement our three-loclity model Develop diverse nd sustinble cre provision Loclities re intended to be the engine room of integrtion, bringing together our citizens, unpid crers nd professionls from the helth, socil cre, third, independent nd housing sectors to reshpe our services bsed on informed prctice nd locl insights. The decision to implement four-loclity model ws tken in the pre-integrtion shdow yer. Our proposed three-loclity model (Figure 3.1) will result in closer lignment with community plnning structures nd ctivities, better prtner collbortions, more public clrity nd better focus on res where people experience poorer outcomes. These three loclities (North, Centrl nd South) gin cover the whole city s the legisltion14 obliges nd, crucilly, the three community plnning loclities would be wholly within their respective ACHSCP loclities. Mny of our services re delivered by our prtners in the third, independent nd housing sectors. Mny orgnistions in these sectors hve positive reltionships with the people who use their services nd their crers nd hve wider connections with our locl communities. The depth of the reltionships tht we hve with these mny different orgnistions is importnt to us. Mrket frgility cn cuse uncertinty nd unexpected chnge to the detriment of the orgnistions who re delivering services, their stff members nd those people who use nd often depend on these services. We strongly believe tht well-supported nd well-resourced cre mkes significnt contribution towrds more stble helth nd cre environment nd the development of enhnced models of cre. Our Mrket Fcilittion Sttement 15 shows how we will seek to develop the sustinbility of our vlued providers Commitments We will implement three -loclity model nd, in doing so, lign our ctivities more fully with those of the Community Plnning loclity model We will refresh our mrket Fcilittion Sttement nd develop n Action Pln showing how we will support our locl cre provision Evidence Coordinted Enggement Pln produced Level of socil isoltion reported

24 Figure 3.1 Proposed 3-Loclity Model. A recent consulttion on this proposed three-loclity model produced fvourble response. 14

25 5. Our Enblers Our enblers re those fundmentl elements which we need to develop further in order to meet our strtegic objectives. empowered stff principled commissioning digitl trnsformtion sustinble finnce It is good nd positive thing to develop these in their own right s well s becuse of the positive contribution tht they mke to our ctivities. 5.1 Empowered stff Our stff groups cross the helth, socil cre, third, independent nd housing sectors re pivotl to our spirtions nd there is strong reltionship between the morle of stff nd people s experiences of using our helth nd socil cre services. 5. our enblers Vluing our stff nd empowering them ll to work s positively nd collbortively s possible will be crucil to delivering sfe, cring, responsive nd effective helth nd socil cre services. Collbortive ledership will provide the supports tht our stff need to flourish but for this to be evident we will need to increse opportunities for integrted ledership development to help our leders work more collbortively. Recruitment nd retention of stff is rel chllenge in different prts of the prtnership nd it is likely tht new roles nd new working prctices will be needed s we move towrds more nticiptory nd preventtive pproches. We hve significnt opportunities to work with our locl regionl college nd universities to be truly innovtive in how we recruit, develop nd retin our stff cross ll sectors nd job roles. We re mindful tht orgnistionl cultures cn be brrier to chnge nd re keen to reconcile these so tht different professions nd stff groups understnd ech other s roles, responsibilities nd perspectives more fully.

26 Commitment We will promote culture of compssionte nd collbortive ledership tht seeks to encourge stff to flourish in their job role nd to empower them to do the right thing from person-centred perspective Evidence Stff stisfction results from imtters survey Stff bsence rte Stff turnover rte We hve mny prtner orgnistions in the city who re very effective in trining nd developing their workforce. We will consider how best to support those ctivities nd pply the lerning to other sectors nd cre settings. Positive enggement with professionl nd regultory bodies nd trde union representtives will be of vlue to our workforce mbitions. We strongly believe tht fir work is work tht offers our stff n effective voice, opportunities, security, fulfilment nd respect. Blncing the rights nd responsibilities of our employer orgnistions nd workers will generte benefits t n individul nd orgnistionl level nd lso more widely cross our communities. The IJB hs endorsed the Ethicl Cre Chrter nd incorporting this chrter in the commissioning of our cre t home services will mke significnt contribution to ddressing prticulr chllenges in the delivery of cre experienced by tht workforce. We need to offer similr supports to other elements of our workforce. 5.2 Principled Commissioning Our pproch to commissioning is collbortive nd genertes n innovtive rnge of options to chieve shred outcomes. The commissioning of services will be one of the prtnership s most importnt functions s it seeks to ensure tht ll services enhnce the qulity of life for the people nd their crers now nd in the future. We recognise tht it will be most effective if it is done in prtnership with users, fmilies, communities nd other gencies tht hve n interest in the continued wellbeing of our locl popultion. Commissioning is undertken for outcomes (rther thn for services) Commissioning decisions re bsed on evidence nd insight nd consider sustinbility from the outset Commissioning dopts whole-system pproch Commissioning ctively promotes solutions tht enble prevention nd erly intervention Commissioning ctivities blnce innovtion nd risk Commissioning decisions re bsed on sound methodology nd pprisl of options Commissioning prctice includes solutions co-designed nd co-produced with prtners nd communities Commissioning is evluted on outcomes nd socil nd economic return on investment Figure 3.2 Commissioning Principles

27 Self-directed support (SDS) options will continue to be key element of our personlised pproch given tht it enbles people to hve more informed choice nd flexibility over their cre nd support. We re very wre tht hving more people commissioning nd controlling their own cre through individul budgets or direct pyments will need consistent nd ccurte informtion tht clerly, without jrgon, explins the options nd opportunities vilble. All our commissioning will be respectful of the pproprite legisltion, mindful of best prctice such s the Ethicl Cre Chrter 17, nd sensitive to the needs of our locl cre provision. We will not dopt uniform one-size-fits-ll commissioning pproch but insted strive to be sensitive to ge, wellbeing nd complexity of need. Commitment Ech nd every commissioning decision tht we mke will be cpble of being explined in the context of the strtegic ims nd the priorities set out in this Strtegic Pln Evidence Commissioning Implementtion Pln refreshed with cler links to Strtegic Pln ims, priorities nd commitments 5.3 Digitl Trnsformtion Digitl technology is key to trnsforming our helth nd socil cre services cross the prtnership so tht we cn be truly person-centred, enbling nd effective. We pprecite tht it is esy to get frustrted t wht ppers to be lck of progress in introducing digitl solutions, especilly when technology plys such centrl prt in our lives in so mny other wys. There re significnt opportunities to introduce digitl solutions cross ll sectors nd services. We spire to rech point when digitl services re n integrl prt of everything we do nd hve become not only the first point of contct with helth nd cre services for mny people but lso how they will choose to continue to engge with us. Commitment We will work closely with our digitl prtners in the locl uthority, helth bord nd Scottish Government s well s with our mny other prtners to ensure semless, coordinted pproch to this digitl trnsformtion of how we deliver our services Evidence Stff stisfction results from imtters survey Stff bsence rte Stff turnover rte 17

28 5.4 Sustinble Finnce Over the next few yers we will hve to ddress the significnt chllenge of helth nd socil cre budgets reducing in rel terms while demnd for services increses. To chieve our objective of improving the helth, wellbeing nd independence of people to live t home for s long s is resonbly prcticble, we need to look t how we mnge our resources to deliver the best vlue for the people who use our services, their crers nd their communities. A Medium-Term Finncil Strtegy (MTFS) hs been developed to pull together into one document ll the known fctors ffecting the finncil sustinbility of the prtnership over the medium term. This strtegy estblishes the estimted level of resources required by the prtnership to operte its services over the next five finncil yers, given the demnd pressures nd funding constrints tht we re likely to experience. Implementing this strtegy will help us to deliver the mbitions nd priorities of the prtnership s Strtegic Pln, mximise our resources nd improve our finncil plnning cross the medium term. Tble 3 below shows the level of budget pressure the IJB will fce fter ssumptions hve been mde bout the level of income likely to be received from prtners. The budget pressures include provision for py wrds, Scottish Living Wge uplifts, demogrphic projections nd prescribing infltion. To offset these nticipted pressures, the IJB hs identified key finncil sving workstrems nd hs set provisionl trgets (in brckets) to be delivered from these Budget Pressures 6,452 6,749 6,304 6,623 (yer on yer) Workstrems to reduce finncil pressure: Efficiency Svings (1,150) (1,650) (1,650) (1,650) Trnsformtion (1,458) (1,487) (1,517) (1,547) Medicines Mngement (1,000) (1,000) (1,000) (1,000) Service Redesign (2,844) (2,612) (2,137) (2,426) Shortfll Tble 3 ACHSCP MTFS Budget Pressures nd Workstrems

29 We re committed to mking the best use of our resources to deliver best vlue in improving outcomes for people. Creful considertion is given to the lloction of finncil resources to our locl uthority nd helth bord prtners nd lso to our mny prtner gencies who deliver commissioned services. We will lwys seek to invest in those functions nd services which cn demonstrte positive impct on people s helth nd wellbeing nd which re ligned with the mbitions nd priorities of our Strtegic Pln. There will be times, however, when disinvestment options will be considered becuse of ineffective impct, wek lignment nd poor vlue for money. Our investment/disinvestment decisions will lwys be rooted in the sustinbility of our locl mrket nd the delivery of our Strtegic Pln. We hope tht ny chnges cn be s result of plnned service reviews or known commissioning cycles, but we ccept tht there will be times when circumstnces rise tht present us with n opportunity to reconsider the lloction of resources. Our focus on trnsformtion will continue. We recognise the very rel chllenge of sking our stff to contribute to the trnsformtion of our services whilst t the sme time sking them to ensure n ongoing consistency of the dy-to-dy opertion. We recognise tht there is ntionl nd locl desire to see the evidence of the impct of our innovtive ctivities nd services. Our evlution frmework provides tht ssurnce. Commitment We will develop our performnce reporting to show how effective our finncil resource lloction hs been in fulfilling desired helth nd wellbeing outcomes Evidence Performnce Frmework

30 6. How will we know we re mking difference 6.1 We remin committed to our mbition of being recognised s one of the highest performing prtnerships in Scotlnd for our effective performnce cross ll sectors nd services. Our service delivery will, without exception, be sfe, effective, responsive, cring nd well-led. Our emphsis will lwys be on fulfilling outcomes. Ensuring tht personl, orgnistionl nd ntionl outcomes re linked in coherent mnner will be centrl to the successful implementtion of prtnership-wide outcomes-focused pproch. The Ntionl Performnce Frmework 18 is single frmework to which ll public services re ligned. It sets out vision of ntionl wellbeing cross rnge of economic, helth, socil nd environmentl fctors. The nine Ntionl Helth nd Wellbeing Outcomes 19 re high-level sttements of wht we re trying to chieve s prtnership. A core set of indictors re ligned with the different outcomes to show us the progress we re mking in delivering person-centred, high-qulity, integrted services nd fulfilling the mbitions nd priorities set out in our Strtegic Pln. 6.2 Our Annul Performnce Report shows how well we hve performed s prtnership in working towrds nd fulfilling our opertionl objectives nd the ntionl outcomes. Future nnul reports will lso comment on how well we hve fulfilled the objectives nd priorities set out in this pln. We re determined to be recognised s prtnership tht works closely with our citizens, stff, unpid crers nd our prtner gencies in the third, independent nd housing sectors to fulfil the vision nd mbitions of this Strtegic Pln.

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32 Summry Strtegic Aims, Priorities nd Commitments

33 Strtegic Aims Priorities Commitments Prevention Promote positive mentl helth nd wellbeing. Address the fctors tht cuse inequlity in outcomes in nd cross our communities. Reduce lcohol nd drug-relted hrm. We will produce Mentl Helth Strtegy nd Action Pln showing how we will promote positive mentl helth nd wellbeing nd support those who re on recovery journey. We will ctively contribute to reducing known helth inequlities in the helth nd wellbeing of our locl popultion. We will support the Alcohol nd Drug Prtnership in delivering ctions to reduce substnce relted hrm. Resilience Promote nd support self-mngement nd independent living for individuls. Vlue nd support unpid crers. We will continue to invest in our Promoting self-mngement nd building community cpcity trnsformtion portfolio. We will support our unpid crers to identify s crers, to mnge their cring role, to be involved in the plnning of services for the cred-for person nd to hve life longside Enbling Reshpe our primry cre sector. Shift the blnce of cre from the cute helth sector Develop our pllitive nd end of life cre provision We will implement fully our Primry Cre Improvement Pln. We will support nd implement s pproprite the locl Unscheduled Cre Essentil Actions Pln developed with our prtner gencies. We will review our current pllitive nd end of life cre provision nd develop n ction pln to fulfil the strtegic frmework vision. Connections Community Enble our citizens to hve opportunities to mintin their wellbeing nd tke full nd ctive role in their locl community. Counter the perception of loneliness nd isoltion experienced by ll ge groups. Enble our citizens to hve opportunities to mintin their wellbeing nd tke full nd ctive role in their locl community. Develop diverse nd sustinble cre provision. We will develop co-ordinted enggement pln for ll of the prtnership s ctivities nd inititives with our client nd ptient groups, communities nd loclities. We will develop the socil cpitl of our prtnership cross ll sectors nd services. We will implement three-loclity model nd in doing so, lign our ctivities more fully with those of the Community Plnning Aberdeen loclity model. We will refresh our Mrket Fcilittion Sttement nd develop n Action Pln showing how we will support our locl cre provision.

34 If you require further informtion bout ny spect of this document, plese contct: Aberdeen City Helth & Socil Cre Prtnership Community Helth nd Cre Villge 50 Frederick Street Aberdeen AB24 5HY or emil