Health and Social Care Partnership Business & Improvement Plan 2026-2029
About Us (Purpose of the Service and Work of Teams)
The Health and Social Care Partnership (HSCP) is responsible for the planning and delivery of a range of community health, social work and social care services for older people, adults, children and families and people in the Criminal Justice System in the East Dunbartonshire Council area, utilising funding from the Council and Health Board.
The Partnership was created in 2015 under the provisions of the Public Bodies Act 2014, in order to improve the outcomes for people using health and social care services and also to improve efficiencies through the integration of strategic, operational and financial planning.
An HSCP Board, comprising voting members appointed by the Council and Health Board produces a strategic plan, allocates the integrated revenue budget for health and social care and oversees service delivery and performance. Other members representing the interests of patients, service users, carers, professionals and trade unions also sit on the Board and contribute to its work.
The Council and Health Board continue to employ staff and deliver services in line with the HSCP’s overall strategic priorities and budgets.
The work of the Partnership extends to a very wide range of combined health, social work and social care service areas as follows:
- Intake, Assessment and Care Management, and multi-disciplinary care and treatment services for people with learning disabilities, physical disabilities, mental health support needs, substance misuse issues, sensory impairment, and issues arising from disability and frailty associated with older age;
- Rehabilitation and Occupational Therapy Services;
- Care at Home Services (in-house and purchased);
- Residential and Care Home Services (in-house and purchased);
- Day care and day opportunity services (in-house and purchased);
- Supported accommodation and supported living (in-house and purchased);
- Local Area Coordination;
- Palliative care;
- District nursing services;
- Primary care services;
- Pharmaceutical services;
- General and public dental services;
- Health Improvement;
- Carer and Respite Services (in-house and purchased);
- Telecare Services;
- Housing Support - Aids and Adaptation Services;
- Child and Adult protection services;
- Family support;
- Fostering, Kinship Care and Adoption Services;
- Throughcare, Aftercare and Continuing Care services;
- Health visiting;
- School nursing;
- Speech and Language Services
- CAMHS
- Youth Justice
- Children with Disability
- Children’s Residential Services
- Intake, Assessment and Care Management, and multi-disciplinary care and treatment services for children and families, including people with learning disabilities, physical disabilities, mental health support needs, substance misuse issues, sensory impairment.
- Criminal Justice Services including prison based social work services at HMP Low Moss.
In addition to planning and operational responsibility for services delegated in total to the HSCP, the HSCP also has joint planning responsibility for unplanned hospital services alongside NHS GG&C. These services include:
- Accident and Emergency services;
- Inpatient hospital services relating to the following branches of medicine – general, geriatric, rehabilitation, respiratory, palliative care, mental health, learning disability, substance misuse.
The work of these teams is guided by statute and by a process of continuous improvement reflecting the HSCP Strategic Priorities, the National Health and Social Care Outcomes and Local Outcomes 3, 5 and 6 in particular.
Our Priorities for 2026-29
The HSCP Board’s Strategic Plan emphasises the need to plan and deliver services that contribute to health, wellbeing and safety throughout people’s lives. This approach focuses on a healthy start to life and targets the needs of people at critical periods throughout their lifetime. It also includes intervening and supporting people when their safety and welfare may be at risk and if they find themselves involved with justice services. The Strategic Plan promotes timely effective interventions that address the causes, not just the consequences, of ill health, deprivation and a range of other life circumstances.
By analysing the key drivers for change and the main challenges, the HSCP has identified six Strategic Priorities and five Strategic Enablers that underpin the Strategic Plan:
- Strategic Priority 1 - Empowering People
- Strategic Priority 2 - Empowering and Connecting Communities
- Strategic Priority 3 - Prevention and Early Intervention
- Strategic Priority 4 - Public Protection
- Strategic Priority 5 - Supporting Carers and Families
- Strategic Priority 6 - Improving Mental Health and Recovery.
- Strategic Enabler 1 - Collaborative Commissioning
- Strategic Enabler 2 - Infrastructure and Technology
- Strategic Enabler 3 - Maximising Operational Integration
Strategic Enabler 4 - Medium-Term Financial and Strategic Planning - Strategic Enabler 5 - Workforce and Organisational Development.
These strategic priorities, enablers and associated improvement activities are informed by:
- Joint Strategic Needs Assessments (Adults and Children)
- Benchmarking
- Extensive consultative processes, informed by statutory guidance
- Audit Scotland reports on the progress of HSCPs Scotland-wide
- Local Strategic Inspections
- Ministerial Strategic Group guidance
- Impact Assessments (EqIA, FSD, SEA).
The Health and Social Care Partnership Strategic Planning Group is the multi-agency strategic planning group responsible for progressing actions to achieve local outcome 5 and 6 priorities. The HSCP Chief Officer also chairs the Delivering for Children and Young People’s Partnership multi-agency strategic planning group responsible for progressing actions to achieve local outcome 3 priorities.
How we contribute to our agreed Local Priorities
These are the key improvement actions that we are undertaking this year through our Annual Delivery Plan in support of the delivery of our
Strategic Plan 2025-30 as approved by the IJB in March 2026. Some of these actions link to more than one LOIP and in these cases the action
has been captured under each LOIP area.
Delivering for Children and Young People
How we contribute to this Priority:
- HSCP Annual Delivery Plan 2026-27
- Improve published information on HSCP webpages
- Implement year two of the East Dunbartonshire Public Health Framework
- Undertake self-evaluation to contribute to the national review and public inquiry on group-based child abuse, exploitation and
criminal exploitation - Completion of new East Dunbartonshire Carers Strategy for 2027-2032
- Implementation of year 1 of the Digital Strategy
- Implement year 2 actions of 2025 - 2030 HSCP Workforce Plan
- Ensure that our Staff Wellbeing Plan is promoted widely amongst staff groups and is reviewed to ensure that it is supporting
staff
Adult Health and Wellbeing
- HSCP Annual Delivery Plan 2026-27
- Improve published information on HSCP webpages
- Implement year two of the East Dunbartonshire Public Health Framework
- Established HSCP Empowering People and Communities service grouping
- Review Care at Home Services and reablement approach
- Conclude review of the Supported Accommodation Estate
- Review and implement recommendations to reduce high-cost care packages (LD)
- Completion of new East Dunbartonshire Carers Strategy for 2027-2032 Implement outcome of Clinical Service Review for
Community Mental Health Team (CMHT) and Older Peoples Mental Health Tean (OPMH) - In collaboration with a provider, develop a bespoke core & cluster delivery model within a local setting for individuals with
complex & challenging needs - In collaboration with GGC HSCP partners & national provider, commission a bespoke, centralised emergency / service model
for individuals with complex & challenging behaviours. Develop collaborative contract to underpin proposed commissioning
arrangements - Establishment of the use of Artificial Intelligence (AI) in Social Work services and maximise use of AI in health/clinical services
- Implementation of year 1 of the Digital Strategy
- Implement Hospital at Home Frailty Service within Care Homes and Community
- Implement year 2 actions of 2025 - 2030 HSCP Workforce Plan
- Ensure that our Staff Wellbeing Plan is promoted widely amongst staff groups and is reviewed to ensure that it is supporting
staff
Older Adults, Vulnerable People and Carers
- HSCP Annual Delivery Plan 2026-27
- Improve published information on HSCP webpages
- Implement year two of the East Dunbartonshire Public Health Framework
- Conclude review of the Supported Accommodation Estate
- Established HSCP Empowering People and Communities service grouping
- Review Care at Home Services and reablement approach
- Review and implement recommendations to reduce high-cost care packages (LD)
- Completion of new East Dunbartonshire Carers Strategy for 2027-2032
- Implement outcome of Clinical Service Review for Community Mental Health Team (CMHT) and Older Peoples Mental Health
Tean (OPMH) - In collaboration with a provider, develop a bespoke core & cluster delivery model within a local setting for individuals with
complex & challenging needs - In collaboration with GGC HSCP partners & national provider, commission a bespoke, centralised emergency / service model
for individuals with complex & challenging behaviours. Develop collaborative contract to underpin proposed commissioning
arrangements - Establishment of the use of Artificial Intelligence (AI) in Social Work services and maximise use of AI in health/clinical services
- Implementation of year 1 of the Digital Strategy
- Implement Hospital at Home Frailty Service within Care Homes and Community
- Implement outcome of Adult Social Work Service Review across Older People’s Social Work Teams; East and West Locality Team, Hospital Assessment Team and Community Occupational Therapy Team
- Implement year 2 actions of 2025 - 2030 HSCP Workforce Plan
- Ensure that our Staff Wellbeing Plan is promoted widely amongst staff groups and is reviewed to ensure that it is supporting staff.
Key Improvement Actions
Priority Performance Indicators
Sustainability
Risk Management
Consultation and Engagement
To read the Consultation and Engagement Action Plan for all services, visit the Consultation and Engagement Action Plan 2026/27.