Body Corporate Model of Health & Social Care integration In North Ayrshire

1. Body Corporate Model of Health & Social Care integration In North Ayrshire Introductory Remarks Councillor William Gibson, Leader, North Ayrshire Council

2. Body Corporate Model of Health & Social Care integration In North Ayrshire Iona Colvin Director North Ayrshire Health and Social Care Partnership

3. Early Decisions for Integration in North Ayrshire • Model of integration • Scope of services included • 3 Ayrshire Health & Social Care Partnerships

4. Model of integration • Fundamental question for options appraisal • “What will best enable locally implemented integration of health & social care services that are planned and delivered seamlessly from the perspective of those who use those services?”

5. Choice of body corporate • Clear, single point of leadership of partnership • Staff / commissioned services managed in a single management unit • Single Director with responsibility for commissioning plan & delegated power to utilise resources across the totality of partnership activity • Locality planning links to a single strategic commissioning plan • Avoids TUPE transfer of staff

6. Scope of services included • All services currently managed in Social Services • - Adults / older people • - Children & families • - Criminal Justice • Will retain holistic social work approach to supporting people with complex needs. • Must retain existing collaboration with education • and housing services

7. Progress to integration • Joint working with NHS and other Ayrshire councils - One group co-ordinating all Ayrshire activity - Cross-partnership workstreams. • June 2013 • October 2013 • November 2013 Council / Board agree model of integration Partnership Director appointed Transition Integration Board established

8. Challenges • 3 partnerships in one NHS board area • Achieving pace of change • Pan-Ayrshire issues – consistency v local need • Lead partnerships for pan-Ayrshire services • Maintaining links to Council / NHS acute sector services

9. Body corporate challenges • Dual reporting lines for Partnership Director • Potential for duplication of support services • Possible tensions from two sets of staff terms and conditions and two sets of corporate policies and procedures

10. Emerging partnership priorities Improved access to primary care Building integrated community care services for adults around General Practice. HSCP as bridge between primary care and acute services. Building integrated responses to children & families around early years & schools. Address health inequalities / focus on health improvement

11. What would help? • Clear framework around inequalities. • Mechanisms to ensure resource shift from hospital to community.

12. Key Activity for 2014 / 2015 • Early 2014 • Early 2014 • April 2014 • 1 April 2014 • July 2014 • October 2014 • Late 2014 • Late 2014 • 1 April 2015 Involvement of key stakeholders Agree arrangements for pan-Ayrshire services Establish Shadow Integration Board Shadow Board takes responsibility for services Appoint joint management team Complete strategic plan Review and lessons learned Finalise scheme of integration Establish full partnership