Purpose and Priorities
Purpose
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 providers 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.
Strategic Priorities
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 eight Strategic Priorities and four Strategic Enablers to support the delivery of these priorities:
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Strategic Priority 1 |
Empowering People |
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Strategic Priority 2 |
Empowering Communities |
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Strategic Priority 3 |
Prevention and Early Intervention |
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Strategic Priority 4 |
Public Protection |
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Strategic Priority 5 |
Supporting Families and Carers |
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Strategic Priority 6 |
Improving Mental Health and Recovery |
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Strategic Priority 7 |
Post Pandemic Renewal |
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Strategic Priority 8 |
Maximising Operational Integration |
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Strategic Enabler 1 |
Workforce and Organisational Development |
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Strategic Enabler 2 |
Medium Term Financial and Strategic Planning |
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Strategic Enabler 3 |
Collaborative Commissioning and Whole System Working |
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Strategic Enabler 4 |
Infrastructure and Technology |
These strategic priorities and associated improvement activity are informed by:
- Joint Strategic Needs Assessments
- 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.
Work of the Teams
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;
- Greenspace - Care of Gardening Scheme;
- 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.
Key Improvement Actions for 2023-2024
The key improvement actions and associated performance measures focus on delegated council functions, for the purpose of the BIP:
- HSCP Strategic Plan 2022-25: delivery
- HSCP Annual Delivery Plan 2023-24 (including transformational actions)
- Review of in-house accommodation-based support services for Learning Disability.
- Work with communities to develop a network of assets and informal support options.