SERVICE GROUP -
Community, Health and Social Care
2013/14 Business Plan
Contents page
Section 1: Vision, aims and objectives 2 - 4
Section 2: Service Group profile (description of our work and services) 5 - 12
Section 3: Action Plans 13 - 25
Section 4: Joint actions with partner agencies/organisations 26 - 29
Appendix 1: Overview of Service Group Outcomes/Priorities 30
Appendex 2 List of Business Units 31
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Section 1: Vision, Aims and Objectives
Salford City Council recognises that effective business planning is central to strong and effective performance management and an essential practice in an effective organisation.
It provides a process for turning vision and aims into practical actions and real outcomes.
It is the means through which our services identify and articulate their aims and the resources and actions needed to achieve them.
Effective business planning helps us to:
· Deliver our priorities and aims;
· Match our resources to our priorities;
· Effectively plan at all levels;
· Reduce duplication across the authority.
Business planning enables us to check that we are moving in the right direction as an organisation and helps to ensure that we are always aiming to continually improve our support and services for people in Salford.
This is the business planning framework for Service Group 2 and it sets out the service group’s main priorities for the next 12 months and will help us to manage our staff and resources to focus our support and service to deliver our priorities and aims.
Mission Statement
The vision of the City Council is to:
“Create the best possible quality of life for the people of Salford”.
The service group contributes towards achieving this vision through its own mission statement which focuses on its specific contribution:
“To improve the life chances of Salford citizens and to
promote the independence of individuals and communities in Salford”.
Our Service Group purpose is:
Commissioning for Outcomes
The service group’s purpose can be linked to the three recently republished outcomes frameworks (Nov. 2012), which will play an important role as changes across the health and social care system come into effect from April 2013.
The three Outcomes Frameworks for 2013/14Adult Social Care Outcomes Framework / Public Health
Outcomes Framework / NHS
Outcomes Framework
1. Improving the wider determinants of health
2. Health improvement
3. Health protection
4. Healthcare, public health and preventing premature mortality / 1. Preventing people from dying prematurely
1. Enhancing the quality of life for people with care and support needs /
/ 2. Enhancing quality of life for people with long term conditions
2. Delaying and reducing the need for care and support
3. Helping people to recover from episodes of ill health or following injury
3. Ensuring that people have a positive experience of care and support / 4. Ensuring that people have a positive experience of care
4. Safeguarding adults who are vulnerable and protecting them from avoidable harm / 5. Treating and caring for people in a safe environment and protecting them from avoidable harm
Our high level outcomes for 2013/2014 are:
· Building on community capacity and resilience;
· Getting a Life, Not a Service;
· Just Enough Support;
· Public health – reducing health inequalities
Performance Overview
The action plans in Section 3 have been written at a specific point in time and there may be amendments required at other points throughout the year (i.e. due to changes in regulation, legislation or policy etc.). Any such changes will be agreed through formal approval process by the relevant Assistant Mayor(s), on a quarterly basis.
The business plan will also be monitored through an agreed quarterly performance reporting process to Assistant Mayor(s), this includes quarterly reports on:
· agreed performance measures;
· service group business plan (progress), and Assistant Mayor Work Plans;
· together with regular financial reports to DMG and Assistant Mayors.
The Strategic Director has lead responsibility for:
· the production of the Service Group Business Plan and the monitoring of this via reports to Assistant Mayors briefings, together with;
· monitoring of the unit business planning processes through line management processes with the Deputy Director and Assistant Directors.
There is also a system of annual Unit Business Plans that support the Service Group Business Plan. The unit plans are:
· initially reviewed and approved by the Deputy Director and relevant Assistant Directors, and then
· will be formally presented to and agreed by Directorate Management Group (DMG) in June 2013 and reviewed appropriately.
The Director of Public Health has lead responsibility for the production of the Unit Business Plan for Public Health.
Connected partnerships (partnership engagement)· Salford Royal NHS Foundation Trust (SRFT) / · Housing providers (Registered Social Landlords [RSL’s] )
· Partners IN Salford / · Salford Community and Voluntary Services (CVS)
· Greater Manchester West Mental Health NHS Foundation Trust (GMW) / · Salford Community Leisure (SCL)
· Salford Clinical Commissioning Group (CCG) / · Universities (Salford, Manchester)
· Salford & Trafford Local Medical Committee / · Care Quality Commission (CQC)
· Salford & Trafford Local Pharmaceutical Committee / · Greater Manchester Fire & Rescue Service (GMFRS)
· Salford Local Dental Committee / · Greater Manchester Public Health, networks
· Greater Manchester Police (GMP) / · Association of Directors of Adult Social; Services (ADASS), networks
· Association of Greater Manchester Authorities (AGMA)
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Section 2: Service Group Profile
Description of our work and services
Adult Social Care
The Adult Services division provides information and advice, assessments and support for citizens with social care needs, so that people can remain at home as long as is possible. Where possible, we encourage and support citizens to find their own solutions to the difficulties they are facing.
We also provide direct services, including:
· equipment services; / · day services;· supported tenancies; / · short breaks;
· transport.
Following a social care assessment and a financial assessment, if an individual is eligible for publicly funded services, we will either:
· offer them a personal budget as a direct payment to allow them to buy their own, agreed support, or
· commission services on their behalf using their personal budget.
We support older people, adults with physical and sensory disabilities, adults with mental health problems and adults with learning difficulties. Most of our social work teams are integrated with NHS staff. This includes:
· mental health services for younger adults, which is managed by Greater Manchester West Mental Health NHS Foundation Trust on behalf of the Service Group;
· the Learning Difficulty Service, managed by Salford City Council;
· Community Integrated Care teams with social work, district nursing and some therapist services based in neighbourhood offices;
· Integrated hospital discharge team and Occupational Therapy and Equipment Service in partnership with Disabled Living.
There are also a number of other specialist services including:
· Contact team;
· Extra Care and Review team;
· Adult Safeguarding team.
Integrated Commissioning
The primary aim is to deliver effective, high quality and efficient social care services for vulnerable people across the city. The Integrated Commissioning Team makes sure that this happens by working closely with other council services such as Housing, Culture and Leisure, and also Public Health to design services to meet the expectations of the individuals, communities and neighbourhoods in Salford.
Many people need healthcare and social care services at the same time so it is also important that the council plans these services working closely with the NHS. Our key partners in the NHS are Clinical Commissioning Groups (General Practitioners) and local hospitals - Salford Royal Foundation Trust, and Greater Manchester West Mental Health Trust.
Information from the local Joint Strategic Needs Assessment is used alongside the views of service users and carers to develop high quality services for Salford people. The User Development Team helps people voice their views to shape and improve services through planning groups where service users sit alongside officers to plan services.
Plans that the Integrated Commissioning Team develop are called ‘Commissioning Strategies’. These are agreed by the Council and arrangements are put in place to purchase the services either from the voluntary and community sectors, the independent sector or to use services already provided by the council.
Examples of the kinds of services commissioned are: residential care, domiciliary care, equipment such as bathing aids and telecare, advocacy support, information and advice.
The key aims for Integrated Commissioning are to:
· develop a diverse range of high quality social care and provision for vulnerable adults
· ensure that vulnerable adults can access support and information to help them manage their care needs and exercise choice and control over the services they receive
· ensure that services commissioned support rehabilitation and recovery so that adults and their carers are less dependent on intensive services.
· ensure that people who use social care and their carers are satisfied with their experience of care.
· ensure that services commissioned reflect good practice and are efficient and effective.
Public Health
National Context
Since 1974, within the NHS, specialist Public Health staff have assumed the lead for the three core Public Health responsibilities on behalf of the NHS and local communities:
· Health improvement e.g. lifestyle factors and the wider determinants of health.
· Health protection e.g. preventing the spread of communicable diseases, the response to major incidents, and screening.
· Population healthcare e.g. input to the commissioning of health services, evidence of effectiveness, care pathways.
With the implementation of the Health and Social Care Act, primary responsibility for health improvement and health protection will transfer at the national level from the NHS to Public Health England, and at local level from PCT’s to local authorities. Responsibility for strategic planning and commissioning of NHS services will transfer to the NHS Commissioning Board and to Clinical Commissioning Groups (CCG’s). The Public Health Team will be the lead for delivering the new responsibilities for the City Council specifically in three main areas, as follows:
Improving the Health of the Population and Addressing Health Inequalities
· Lead and support the development of strategies and action plans (e.g. the City’s Health and Wellbeing Strategy) to improve health and reduce health inequalities, with input from the CCG.
· Maintain and refresh as necessary metrics to allow the progress and outcomes of preventive measures to be monitored, particularly as they relate to delivery of key local authority and NHS strategies.
· Support primary care with health improvement tasks appropriate to its provider healthcare responsibilities.
· Lead health improvement partnership working between the CCG, local partners and residents to integrate and optimise local efforts for health improvement and disease prevention.
· Embed Public Health work programmes around improving lifestyles into frontline services towards improving outcomes and reducing demand on treatment services.
Health Protection
The Council will lead on and ensure that local strategic plans are in place for responding to the full range of potential emergencies – e.g. pandemic flu, major incidents.
· Ensure that these plans are adequately tested.
· Ensure that the CCG has access to these plans and an opportunity to be involved in any exercises.
· Ensure that any preparation required – for example training, access to resources - has been completed.
· Ensure that the capacity and skills are in place to co-ordinate the response to public health emergencies, through strategic command and control arrangements.
· Ensure adequate advice is available to the clinical community via Public Health England and any other necessary route on health protection and infection control issues.
§ Assess any cases of Healthcare-Associated Infections (HCAI) that are over trajectory to provide evidence for the application of financial penalties.
§ Provide expertise regarding surge capacity required for outbreaks of infection.
§ To ensure that outbreaks brought to their attention are notified to PHE promptly and support the management of outbreaks where appropriate.
Population Healthcare
The Health and Social Care Act establishes CCGs as the main local commissioners of NHS services and gives them a duty to continuously improve the effectiveness, safety and quality of services. The Public Health team will ensure that the CCG receives appropriate access and benefits of Public Health leadership and specialist skills. These include areas such as Public Health intelligence, epidemiology, surveillance, needs assessment, skills to tackle health inequalities, clinical effectiveness, health protection and commissioning health improvement across clinical and other pathways.
Specifically, the Public Health Team will:
· Ensure the delivery of an effective Health and Wellbeing Board.
· Work in partnership on the development and implementation of the joint Health Health and Wellbeing Strategy.
· Provide specialist Public Health advice to the CCG including advice on the information requirements for the CCG, outlining the types of information and evidence they will need to carry out evidenced based commissioning, and developing systems for acting on evidence.
· Make Public Health intelligence resources available in support of clinical commissioning activities, including support to Commissioning Strategy Groups, the CCG Quality and Outcomes Group, CCG Development Board and CCG Board.
· Assess the health needs of the local population, and how they can best be met using evidence-based interventions (via the production and updating of the Joint Strategic Needs Assessment (JSNA).
· Ensure the reduction of health inequalities are prioritised in the commissioning of services.
· Support the CCG in developing future Effective Use of Resources (EUR) processes and procedures and systems for individual funding requests.
· Support the service review and prioritisation processes.
· Provide advice on research development, audit and evaluation.
· Support the development of Public Health skills within the CCG and constituent practices and lead on ‘Making Every Contact Count’.