Strategic Plan 2019/20 2021/22 - NHS Highland
PEOPLE IN ARGYLLAND BUTE WILL LIVELONGER, HEALTHIERINDEPENDENT LIVESStrategic Plan 2019/20 – 2021/22
FOREWORD FROM OUR CHIEF OFFICERWelcome to the Argyll & Bute Health and Social Care Partnership’s second Strategic Plan.Our previous plan supported us to continue to deliver your services during a challengingperiod of change, whilst ensuring that we maintained the focus on supporting the people ofArgyll & Bute to lead long, healthy and independent lives.Over the next three years we will build on the success of bringing a multi-disciplinary teamof health and social care staff together with a continuing focus on integrated services andpractices.We are working with staff to progress a shared understanding of best practices andimportantly develop a new health and social care practice that will allow us to deliverservices that protect and keep people safe.As a rural health and social care partnership, our geography and demographic can at timesbe perceived as challenging but it should also be perceived as an opportunity to developinnovative community based practices throughout health and social care. We are seekingbest practices in rural medicine and social care and are seeking to innovate with theindependent and third sector to strengthen and enhance the breadth of service delivery inour remote and rural areas.We are also actively working with our key partners, NHS Highland and Argyll & ButeCouncil, to plan a workforce that will support Argyll & Bute’s population and the diverserange of health and social care needs.We continue to support the approach of ‘right service, right place and right time’ to ensurethat Argyll & Bute residents are able to access the range of health and social care servicesthey require. ‘Shifting the Balance of Care’ is progressing, with an added focus on reducinghealth inequalities and the prevention of poor health and social outcomes.We are strengthening the governance of the Integration Joint Board to ensure strategic andoperational accountability.A revised communication and engagement structure is being introduced to support theinvolvement of communities to participate and inform the work of the Health & Social CarePartnership.Working with our partners, stakeholders and specifically the residents across Argyll & Buteis key to progressing our Strategic Plan. I would like to express my sincere appreciationand thanks to all who contributed to the development of the Strategic Plan and I lookforward to seeing your planning becoming a reality in Argyll & Bute.Joanna MacDonaldA r g y l la n dB u t eH e a l t ha n dS o c i a lC a r eP a r t n e r s h i p2 S t r a t e g i cP l a n2 0 1 9 / 2 0–2 0 2 1 / 2 2
CONTENTSPage4SECTION 1OUR PARTNERSHIP - VISION, OBJECTIVES AND VALUESSECTION 2ENGAGEMENT7SECTION 3ARGYLL AND BUTE HEALTH AND CARE NEEDSASSESSMENT9SECTION 4PARTNERSHIP ACHIEVEMENTS14SECTION 5STRATEGIC PLANNING WITHIN THE HSCP18SECTION 6PARTNERSHIP SERVICES31SECTION 7“TRANSFORMING TOGETHER” PROGRAMME:41 SECTION 8SECTION 9WORK STREAM 1 - CHILDREN SERVICESWORK STREAM 2 – CARE HOMES AND HOUSINGWORK STREAM 3 – LEARNING DISABILITY SERVICESWORK STREAM 4 – COMMUNITY MODEL OF CAREWORK STREAM 5 - MENTAL HEALTH SERVICESWORK STREAM 6 - PRIMARY CARE SERVICESWORK STREAM 7 – HOSPITAL SERVICESWORK STREAM 8 – CORPORATE SERVICESWORKFORCE DIX 1APPENDIX 2APPENDIX 3APPENDIX 4APPENDIX 5APPENDIX 63 ARGYLL AND BUTE STRATEGIC OBJECTIVESNATIONAL HEALTH AND WELLBEING OUTCOMESARGYLL AND BUTE HEALTH AND SOCIAL CARE NEEDSASSESSMENT INFORMATION SOURCESNATIONAL STRATEGIC DRIVERSHOUSING CONTRIBUTION STATEMENT 2019/20 – 20–2021/22
SECTION 1 - OUR PARTNERSHIP: VISION AND OBJECTIVESArgyll and Bute Health and Social Care Partnership is responsible for the planning anddelivery of all community based health and social care services for adults and children inArgyll and Bute. This includes services which are purchased from external providersincluding NHS Greater Glasgow and Clyde.The Partnership has been established as a separate legal entity from both the Council andthe Health Board, with a new board of governance the (Integration Joint Board (IJB)) whichhas responsibility for the planning, resourcing and overseeing the operational delivery ofintegrated services, as identified in its Strategic Plan. This includes the services, staff, andresources (budget of circa 276.327m). IJB membership comprises elected councillors,NHS Highland non- executive Board members and a number of other members from arange of sectors and stakeholder groups including the Third Sector, Independent Sector,patients/service users, trade unions, staff and carers.A full breakdown of the scheme of integration, including membership of the IJB andservices provided by the HSCP can be found within the Argyll and Bute HSCP IntegrationScheme (Revised 2018): www.bit.ly/ABIntegrationSchemeVision and Objectives“P e o pl e i n Ar gy l l a nd B ute w i l l l i v e l on ge r ,he a l thi e r, i nde pe nde nt l i v e s ”The Partnership’s (HSCP) vision and priorities for health and social care in Argyll and Butewere developed for our first Strategic Plan 2016-2019.Our learning over the period of the last plan, together with the results of our recent 3 monthengagement and consultation exercise has confirmed they still remain current and relevantfor our communities, staff, partners and stakeholders.A r g y l la n dB u t eH e a l t ha n dS o c i a lC a r eP a r t n e r s h i p4 S t r a t e g i cP l a n2 0 1 9 / 2 0–2 0 2 1 / 2 2
Argyll and Bute HSCP seven areas of focus/priorities for the next 3 years are:Support people tolive fulfilling livesin their ownhomes, for as longas possiblePromote healthand wellbeingacross all ourcommunities andage groupsSupport unpaidcarers, to reducethe impact oftheir caring roleon their ownhealth andwellbeingArgyll & ButeHSCPPriorities .2019 - 22Support staff tocontinuouslyimprove theinformation,support and carethat they deliverReduce thenumber ofavoidableemergency hospitaladmissions &minimise the timethat people aredelayed in hospitalInstitute acontinuousqualityimprovementmanagementprocess acrossthe functionsdelegated to thePartnershipEfficiently andeffectivelymanage allresources todeliver Best Value.5 ArgyllandButeHSCPStrategicPlan2019/20–2021/22
Our values which underpin our vision and objectives are:All employees and stakeholders in Argyll and Bute Health and SocialCare Partnership are expected to adhere to our newly developed HSCPShared Values and Practices (CIRCLE) which are:Compassion Integrity Respect Continuous Learning Leadership ExcellenceThese shared values together with our Vision for health and social care provide thefoundation for the aims and objectives of how we operate and relate to our patients andusers of our service, our staff and our partners and stakeholders.Argyll and Bute Health and Social Care Partnership aims to work in partnership with ourlocal communities to offer services which are Easily understoodAccessible, timely and of high qualityWell-co-ordinatedHigh quality , safe, compassionate and person centredEffective and efficient, providing best value.These priorities and values are reflected within our Strategic Objectives (Appendix 1) andare designed to deliver the National Health and Wellbeing Outcomes (NHWBO) for Adults,Older People and Children (Appendix 2).EqualitiesArgyll and Bute Health and Social Care Partnership (as with all public organisations) arerequired to meet the requirements of the Equality Act 2010.The protected characteristicsunder the Equality Act 2010 are: Age, Gender, Disability, Marriage and Civil Partnership,Pregnancy and Maternity, Race, Religion and Belief and Sexual Orientation. An Equalityand Socio-Economic Impact Assessment (EqSEIA) in relation to this Strategic Plan hasbeen carried out and is available on: www.bit.ly/StratPlanEQIA .A r g y l la n dB u t eH e a l t ha n dS o c i a lC a r eP a r t n e r s h i p6 S t r a t e g i cP l a n2 0 1 9 / 2 0–2 0 2 1 / 2 2
SECTION 2 – ENGAGEMENTIn the last year within Argyll and Bute we have worked hard to develop an engagementstrategy and build robust arrangements to ensure effective engagement with our public,service users, carers, partner agencies and staff.The HSCP engagement process involves three stages:Stage 1 – Informing and Consulting on the Strategic Plan Informing people about what the HSCP is going to do i.e. the engagement process Inviting comments on the key service change areas that are required Inviting suggestions around what we need to do to make sure we involve people aswe make these changes Use the information gathered in this stage to inform what we do nextStage 2 – Involving and Collaborating on service redesign Developing the areas of workaround our areas of focus and the eight TransformingTogether programmes for service change Involve staff, citizens andpartners as we take forward this work Publicise what we havefound out and how this information will be used to makeservice changesStage 3 – Involving and Collaborating on implementing service change Involve people who use services, carers, staff and partners in how we implementservice changes.The second Argyll and Bute Health and Social Care Strategic Plan development has beeninformed through engagement events.The process involved presentations to service user and carer representatives and partnerorganisations through a range of groups/forums as well as a wide range of health and socialcare staff. The feedback from this process was captured in a report to inform the shaping ofour Strategic Plan. This report was presented and approved by the IJB in November 2018.This report provides a full breakdown of the Argyll and Bute Strategic Plan EngagementProgramme with communities, staff, multiagency and public representative groups(Available on: www.bit.ly/StratPlanFeedRep).7 ArgyllandButeHSCPStrategicPlan2019/20–2021/22
Feedback received from communities, staff, multiagency and public representative groupsregarding our draft Strategic Plan was captured in further report submitted to IJB in March2019.A r g y l la n dB u t eH e a l t ha n dS o c i a lC a r eP a r t n e r s h i p8 S t r a t e g i cP l a n2 0 1 9 / 2 0–2 0 2 1 / 2 2
SECTION 3 – A PROFILE OF ARGYLL AND BUTES POPULATIONThis section provides a profile of the population of Argyll and Bute. It highlightscharacteristics of the population which can impact on the provision of health and social careservices and identifies the key challenges that are faced. We continue to develop theseprofiles ensuring that we can assess the future needs in each of the services we provide.Population projections2019-20292019 Population 47,3889%6%85 2,5953%2%15%85 years25,11175-84 years16-44 years16-447%65-74 years0-15 years8%Number %A&B %Scotland13,08615%17%45-64 years24%86, 863peopleAge0-1532%Over 10 years, the population isprojected to decrease overall by 4%to 83,120 people. The population isprojected to increase by 32% forthose 85 to a total of 3,437 peoplein 2029, with an increase to 2,715people by 2021.Argyll and Bute has a higherproportion of older people thanScotland as a whole, with 11.6% aged75 compared to 8.5% in Scotland.The decrease in population overalland increases in numbers of theoldest in society represents achallenge to the model of how care isdelivered.Source: National Records of Scotland (NRS)2016-based population projectionsRemote and Rural73% live in remote or very remoteareasPeople report that they wish toremain in their own homes ifpossible.47% live in areas in the 20% mostdeprived for geographic access toservices (derived from travel times)21% of those aged 18 live alone.17% liveon anisland alClassification 2016, SIMD 2016 and NRSpopulation estimates (2017) and Census 2011Source: NRS 2016-based population projectionsNRS 2017-household and population estimatesAll needs assessment information sources are detailed in Appendix 3.9 ArgyllandButeHSCPStrategicPlan2019/20–2021/22
Life expectancyDisease prevalence82.579.977.474.720032015Source: Scottish Public Health Observatory(3-year mid-point) life expectancy from birthLife expectancy in Argyll and Butehas increased but remains lower formales (77.4 years) than for females(82.5 years). Male life expectancy isclose to Scotland as a whole (77.1years). Female life expectancy ishigher than for Scotland as a whole(82.1 years).0Health ConditionsMental HealthCondition (4%)LearningDifficulty (2%)Blindness orDeafness orpartial sightpartial hearingloss (3%)loss (8%)Physicaldisability (7%)Otherconditions(20%)Source: Census 2011 Note that people couldselect more than one type of conditiona n dB u t eH e a l t ha n dS o c i a lC a r e5 10 15 20per 100 patientsCHD Coronary Heart DiseaseCKD Chronic Kidney DiseaseTIA Transient Ischaemic AttackMental Health Serious mental healthconditions e.g. schizophreniaPAD Peripheral Arterial DiseaseCommon diseases tend to be longterm, lasting more than a year.Conditions associated with aging e.g.dementia are likely to become moreprevalent.Overall, 32% said they had one ormore health conditions. This rosefrom 10% in those aged 0-15 to 86%in those aged 85 . The mostcommon conditions were deafness orpartial hearing loss (25% of thoseaged 65 ) and physical disabilities.A r g y l lHypertensionAsthmaDepressionDiabetesCHDCKDStroke & TIAAtrial FibrillationCOPDMental HealthHeart FailurePADDementiaMany people are living with more thanone condition and this is more likelyas people age. Evidence shows thatawareness of the other disabilitiespeople are living with can improvecare provision.It has been demonstrated that lifestylechanges (e.g. healthier eating) canreduce the risk of developing someconditions e.g. type 2 diabetes andcoronary heart disease.Source: GP registers 2015/16, NHS NSSInformation Services Division (ISD)P a r t n e r s h i p10 S t r a t e g i cP l a n2 0 1 9 / 2 0–2 0 2 1 / 2 2
Inequalities in Argyll and ButeNumber of peopleScottish Index of Multiple Deprivation (SIMD) classifies small areas in Scotlandaccording to 7 different domains: income, employment, education, housing, crime,health and access to services. Areas are ranked and divided into 5 groups, or quintiles.41%40,00020,0008%24%17%9%01 mostdeprived2345 leastdeprivedSIMD QuintileSmall areas in the most deprived quintile are within the towns of Campbeltown,Helensburgh, Dunoon, Hunter’s Quay, Oban and Rothesay. The areas in the leastdeprived quintile are all in or around Helensburgh and Garelochhead. Small ruralareas more likely to be mixed with regards to socioeconomic status, e.g. the housingavailable is more likely to represent a range of Council Tax bands, and they tend tofall into the middle quintiles. Note that not all people living in the most deprivedquintile experience relative deprivation and similarly, there may be people living in theleast deprived quintile who do experience relative deprivation. Overall, 10 % of peoplein Argyll and Bute are estimated to be income deprived*. * In receipt of or dependent on someoneelse in receipt of one or more of a number of in or out of work benefits, tax credits or pension creditsSIMD quintile1 mostdeprivedIncome deprived21%Children living in poverty22%Rate neighbourhood as ‘very good’ place to live36%Patients with emergency hospitalisations (age8,767sex standardised rate per 100,000 population)Male72.8Life expectancy (years)Female77.9235 leastdeprived4%4%71%411%8%7%12%8%6%Data not 4.381.383.2People living in SIMD quintile 1 are more likely to be income deprived that those livingin SIMD quintile 5, and children are more likely to be living in poverty. Average lifeexpectancy is lower in SIMD quintile 1 than SIMD quintile 5 and people are more likelyto have had an emergency hospitalisation. People living in SIMD quintile 1 are lesslikely to rate their areas as a good place to live.Sources: SIMD 2016: NHS NSS ISD (Population-weighted) and Scottish Government. 2017 ScottishHousehold Survey: perception of neighbourhood. ScotPHO deprivation profile: Income (2015), Childpoverty (2012), Patients with emergency hospitalisations (2013-2015) Life expectancy (2009-2013)11 ArgyllandButeHSCPStrategicPlan2019/20–2021/22
Healthy LifestylesCommunity resilienceSmokingneighbourhood a ‘verygood’ place to live33%17%20152013Smoking rates in Argyll and Bute havedecreased, but 1 in 6 adults were stillestimated to be smokers in 2016.Source: Scottish Core Survey Questions.Child healthA&B ScotlandBabies exclusively30%breastfed at 6-8 weeks 33%P1 children of healthyweight (compared to 90%74%‘strongly agreed’ theycould rely onfriends/relatives inneighbourhood for helpA&B Scotland70%57%73%63%A high proportion of people feel Argylland Bute is a very good place to liveand can rely on people in theirneighbourhood for help.‘not at all strongly’ belong15%to community5%77%in 1990 UK reference)Although breast feeding rates in Argylland Bute are higher than in Scotlandas a whole, rates are low compared toother countries.There are significantly less children ofhealthy weight than in the 1990 UKreference, with relatively high rates ofchildren who are overweight or obese.Source: ScotPHO: breast-feeding (2015/6to 2017/8), P1 health weight (2017).Although improvements can be seen,e.g. in lower rates of smoking andreduced alcohol consumption inadolescents (SALSUS survey), thereis evidence that healthier lifestylechoices could reduce and help tomanage long-term conditions e.g.hypertension and give children thebest start possible.A r g y l la n dB u t eH e a l t ha n dS o c i a lC a r eIsolation and loneliness can have alarge impact on health and wellbeing.A&B has a high proportion ofsecondary homes and holidayaccommodation which may affectcommunities. A&B also has high ratesof migration of people into and out ofthe area; mainly between other areasin Scotland and the UK. ‘Faslane’military base, in Helensburgh andLomond, likely accounts for some ofthis. Local survey evidence suggeststhat community cohesion is lower inHelensburgh and Lomond. However,there are communities in A&B that arevery strong, including many that aresmall and remote. NRS estimate that21% of those aged 18 live in singleperson households.Sources: Scottish Household Survey 2017(based on a small sample of 250 people in A&B)Migration: NRS. A&B Citizens panel surveyP a r t n e r s h i p12 S t r a t e g i cP l a n2 0 1 9 / 2 0–2 0 2 1 / 2 2.
Health and Social Care UseDelayed DischargesAlarm/TelecareSocial/Support WorkerHome CareHousing SupportMealsDirect Payments01,000 2,000Number of people3,690 people (4.3%) in A&B receivesocial care, of which 83% are aged65 . 330 people of all ages are knownto have a Learning Disability.Delayed discharges occur whenpeople do not need to be in hospitalfor medical reasons but they cannotyet be discharged. In the first half of2018/19, an average of 27 beds aday were taken up by delayeddischarge patients from Argyll andBute across Scotland.Reasons for delayed discharges(bed days)Health and social care, 68%Family/patient, 4%Source: Scottish Government Social care Survey2017: People can receive more than one serviceHome Care clients(65 years)Complex(Code 9),28%1016712485605Residents of CareHomes for older people20072017Provision of Home Care has increasedover the past 10 years whereas thenumber of Care Home residents hasdecreased. 95% of those receivingHome Care are aged 65 . The medianlength of Care Home stay hasdecreased but the complexity of carerequired has increased.Source: Care Home Census 2017: NHS NSS ISDUnpaid Care17% of adults reported providingunpaid care. Caring may impact on thehealth and wellbeing of unpaid carersthemselves (including young carers).Source: NHS NSS ISD (April – Sept 2019) Code 9:complex and considered out of the immediatecontrol of HSCP staff (e.g. requirement forspecialist facilities that do not exist in A&B).Awaiting appropriate arrangements forsafe discharge to be made by healthand social care accounted for mostbed days. Providing increased care athome presents a challenge in thecontext of a decreasing working agepopulation and the remote and ruralgeography of Argyll and Bute.Child ProtectionThere were 175 looked after childrenin A&B at July 2017, 87% of whichwere looked after in a communitysetting. 31 children were on the childprotection register. Concerns includedomestic abuse, neglect and parentalsubstance misuse.Source: Scottish Government Children’sstsocial work statistics (at 31 2017)Source: SSCQ 201713 ArgyllandButeHSCPStrategicPlan2019/20–2021/22
SECTION 4 - PARTNERSHIP ACHIEVEMENTSOver the last 3 years the HSCP has made some significant progress in achieving the visionfor Health and Social Care in Argyll and Bute and integrating services. The following pagesdescribe a few of our key achievements.Community Capacity building A r g y l lCommunity CareRobust community led structures forhealth improvement with eight Healthand Wellbeing Networks and a smallgrant fund to support communityactivity.Health and wellbeing grant fundingsupporting a wide range of healthimproving activities, for example, 98projects funded during 2018 – 19 withan average investment of 1,124.39Joint Health Improvement planevaluated in 2016 and refreshed for2017 – 2022. This includes the followingnew strategic priorities: getting the beststart in life; working to ensure fairness;connecting people with support in theircommunity; and focusing on wellnessnot illness.Promoting understanding of selfmanagement of long term healthconditions amongst front line staff andcommissioning services to support selfmanagement. Examples include thepain management toolkit, type 2diabetes framework, link working and taichi for health.Wide range of population healthimprovement programmes underway,for example, smoking cessation, sexualhealth, mental health improvement andalcohol & drugs.a n dB u t eH e a l t ha n dS o c i a lC a r e Developed Community Care Teams witha single point of access in Kintyre andMid-Argyll Developed a single point of access forhealth community referrals in Dunoon Embedding across Argyll and Bute a reablement approach to care that enablespeople to reach their highest level ofindependence, reducing the need forcontinued care at home In the process of simplifying referralpathways into community teamsensuring a quicker referral andallocation process to support quickeraccess to services Day Responder Service – this is a rapidresponse service and the team role is tosupport people to stay at home andavoid hospital admission – e.g. deliveror collect medication, attend theperson’s home to supply prescribedmedication, encourage them to drinkregular fluids for adequate hydration. Development of an Equalities OutcomeFramework to assist the HSCP meetingthe Scottish requirements of theEqualities Act 2010.P a r t n e r s h i p14 S t r a t e g i cP l a n2 0 1 9 / 2 0–2 0 2 1 / 2 2
Children ServicesHousing and Social Care Graded ‘very good’ in 100% of ourchildren’s residential services. Fosteringservices also graded as ‘very good’. Working in partnership with ourcommunities and local housingassociation we developed extra carehousing unit in Lorn Campbell Court. Increased the numbers of looked afterchildren placed in family typeplacements. Undertook a housing and health careHealth Need profile with Argyll and ButeCouncil and Local Housing Associationsto plan for future specialist housing careto meet need Migrated Criminal Justice data fromWest Dunbartonshire Council to Argylland Bute HSCP as required by the newmodel for community justice. Transferring 300 community basedhealth staff onto the social care systemproviding a single IT (InformationTechnology) community system byMarch 2019. Implementing video conferencing‘Attend anywhere’ for MaternityServices ensuring reduced travel forpatients in the Argyll and Bute area,starting on IslayTechnology Enabled Care and IT Created a fully integrated TechnologyEnabled Care Hub with single point ofreferral, dedicated staff and astandardised pathway across alllocalities. Provided telecare monitoring and homehealth monitoring support for people tomaintain their independence andprevent illness or worsening of theircondition. Personalised text reminder service forpeople with chronic health and otherconditions to support them withmedication or monitoring. We now haveover 800 users in Argyll and Bute.Successfully obtained further nationalfunding to further increase the use of‘Attend Anywhere’ virtual clinics withinOncology and Maternity services. Delivered the migration of Telecareinformation from existing standalonedatabase into social care system toimprove service to patients and ensurebest use of resources.Planning and buying a new IT “Portal”system which will allow clinicians to viewpatient’s records across Argyll and Buteand NHS Greater Glasgow and ClydeHospitals by March 2019. Development of a single communitycare assessment system across theHSCP. 15 ArgyllandButeHSCPStrategicPlan2019/20–2021/22
Health and Social Care Partnership Engagement and Communication Developed the HSCP Engagement Framework May 2018 which draws onthe International Association forPublic Participation and the ScottishHealth Councils Participation Toolkit. Developed an Engagement QualityAssurance Framework as a means ofevidencing engagement activity andachievement against acknowledgedgood practice. Established a Strategic EngagementAdvisory Group comprising of theScottish Health Council; serviceUser/Carer, 3rd Sector and HSCPengagement, health improvement andplanning officer. Used ‘Emotional Touch Points’approaches ‘to demonstrate howpersonal stories can contribute toimprovement and ensure that care iseffective, relevant and high qualityduring integration of health and socialcare.A r g y l la n dB u t eH e a l t ha n dS o c i a lC a r eFeedback was invited from citizens,service user and carer representatives,partners and staff to inform thedevelopment of the 2nd Strategic Plan.The consultation received feedback on theproposed strategic areas of change aswell as suggestions about what the HSCPneeds to do to make sure people areinvolved in the process of change Developed an Engagement Specificationwhich provides guidance for managersand teams on the steps to be consideredwhen planning effective engagement withcitizens, partners and staff. These stepsreflect the approach outlined in the HSCPEngagement Framework and provides arecommended approach to engagementwhich is based on recognised bestpractice. Developed and strengthened our use ofsocial media with dedicated Facebookand Twitter accounts to inform andengage with our communities and staffP a r t n e r s h i p16 S t r a t e g i cP l a n2 0 1 9 / 2 0–2 0 2 1 / 2 2
CarersAdult Services Established a multi-agency Carers ActPlanning Group in Argyll and Bute withrepresentation from all our partners. Continued focussed work has beendelivered to care home staff aimed atreducing the number of falls andimproving quality of life for residents. Developed a local Carers strategy andShort Breaks Statement in response tothe Carers Act 2016. Implemented ‘Take the BalanceChallenge’ in partnership with PoliceScotland and Scottish Fire and RescueService aimed at spreading keymessages about staying active to reducefalls. A short video is available withsubtitles and can be downloaded here https://vimeo.com/234691208/7a79ab7be1 Reduced length of stay and readmissionrates for patients in our communityhospitals. We have maintained our A&E waitingtime performance in Argyll and Bute with98% of patients seen and treated withinthe 4 hour waiting time target. Enhanced funding to local existing youngcarer service. Agreed Argyll and Bute eligibilitycriteria for Carers. Developed assessment templates andpathways for Carers describing how toaccess and receive support fromcentres and local teams. Working with carers centres andrespite providers to implement theCarers Act which gives carers the rightto be assessed and supported in theircaring role.Increased support to carers duringhospital discharge planning.Mental Health Services Continued to strengthen and invest in our community mental health services toprovide a more responsive service. Moved the mental health inpatient ward to the new Mid Argyll Hospital after a 500,0000 refurbishment and upgrade to 21st century standardsThe Argyll and Bute HSCP Annual performance report 2017/18 provides more informationon the achievements, progress and performance of the organisation in improving health andsocial outcomes and delivering services for our communities – it can be found at:www.bit.ly/StratPlanPerfRep17 ArgyllandButeHSCPStrategicPlan2019/20–2021/22
SECTION 5 - STRATEGIC PLANNING WITHIN THE HEALTH AND SOCIAL CAREPARTNERSHIPThe following describe what has shaped and informed the production of our Strategic Planand what arrangements we have in place to implement our Strategic Plan.5.1The Strategic PlanArgyll and Bute Health and Social Care Partnership are required, under the auspices of thePublic Bodies (Joint Working) (Scotland) Act 2014, to produce a Strategic Plan. TheStrategic Plan sets out the services which the Partnership has responsibility for and howthese services will be delivered within Argyll and Bute. The plan will also demonstrate howwe intend to measure progress in relation to local service delivery and in relation to theNational Health and Wellbeing Outcomes (NHWBO) which promote quality healthimprovement across integrated health and social care services, these are available to viewin Appendix 2.This Strategic Plan has been developed within the context of the wider Health and SocialCare national strategic planning and policy arena and in consideration of both hostorganisations and partners existing strategies and policies. Appendix 4 displays a
section 9 finance 74 appendices appendix 1 argyll and bute strategic objectives appendix 2 national health and wellbeing outcomes appendix 3 argyll and bute health and social care needs assessment information sources appendix 4 national strategic drivers appendix 5 housing contribution statement 2019/20 - 2021/22 appendix 6 glossary
Sep 05, 2017 · STRATEGIC PLAN FORMAT 2017-2020 . The sample strategic planning format uses a one page Strategic Map format to identify areas of focus for the Plan. From the Strategic Map, a Strategic Plan is created to advance strategic priorities for the coming 1-3 years. The plan accomplishments a
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Strategic Plan and the process . used to create the Plan in four sections: 1. The Process: An overview of the process used to create the Strategic Plan. 2. Strategic Insights: A summary of the six insights that provided a foundation for the development of the Strategic Plan. 3. Strategic Plan Overview: A one-page summary of the Strategic Plan. 4.
Strategic Improvement Plan 2017-2020 Page 1 Strategic Improv. Plan Strategic Improvement Plan Template Forsyth County Schools Strategic Plan Goal Area Culture and Climate Forsyth County Schools Strategic Plan Performance Objective #1 Acquire, develop, and retain excellent staff for
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Reserve System since 2008. SVB will be examined under its 2018 – 2020 plan in 2021. SVB elects to continue to be evaluated under the Strategic Plan provision of CRA for the plan period from 2021-2023. PLAN EFFECTIVE DATE, AND RATING GOAL The Bank’s CRA Strategic Plan “the Plan” effective date is January 1, 2021 and the term is for three
The Strategic Management Process 15 Developing a Strategic Vision: Stage 1 of the Strategic Management Process: 17 How a Strategic Vision Differs from a Mission Statement 19 The Importance of Communicating the Strategic Vision 22 The Benefits of an Effective Strategic Vision 22 Setting Objectives: Stage 2 of the Strategic Management Process 22 xxiv
HONOUR BOARD VOLUNTEERS 2019 - CURRENT David Staniforth Boorowa 2019 Bruce Gruber Boorowa 2019 Lindsay Cosgrove Boorowa 2019 Dennis Osborne Boorowa 2019 John Cook Boorowa 2019 Sue Cook Boorowa 2019 Mick Hughes Boorowa 2019 Daryl Heath Boorowa 2019 Lesley Heath Boorowa 2019 Russell Good Boorowa 2019 John Peterson Boorowa 2019 Heather Bottomley Boorowa 2019 James Armstrong Boorowa 2019
