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The Chief Officer submitted a report confirming that, in line with the Public Bodies (Joint Working) (Scotland) Act, all the necessary processes, policies and plans were now in place to allow the formal closure of the 2015/16 Change and Improvement Programme.
The report intimated that with the exception of approving the IJB’s 2016/19 Strategic Plan and 2016/17 Financial Plan, the 2015/16 Change and Improvement Programme had now been successfully delivered. The report proposed that the IJB agree the formal closure of this programme and that approval of the final Strategic and Financial Plans be carried forward into the 2016/17 work programme.
The report provided an overview of the HSCP 2016/17 Change and Improvement Programme which would deliver the in-year financial savings and pressure mitigation measures through more sustainable service delivery models, ensuring resources were focused on areas of greatest need and deliver the best outcomes for service users and establish a health and social care service which was managed and delivered through a single organisational model in order to optimise the benefits which could be derived from integration. The 2016/17 Change and Improvement Programme formed Appendix 2 to the report.
As the health budget to be delegated to the IJB had still to be finalised, the current programme of work did not take into account any further NHSGG&C saving targets beyond those already agreed that would need to be delivered during 2016/17 or future year targets from both parent organisations. Once the IJB’s budget was finalised the Chief Officer would advise the IJB of the operational implications of any viable, deliverable and agreed health savings and the impact to current service delivery and performance levels. An updated 2016/17 Change and Improvement Programme would then be submitted to the IJB in line with the final 2016/19 Strategic Plan and 2016/17 integrated budget.
The 2016/17 Change and Improvement Programme would address a number of prioritised areas which would enable the IJB to mitigate a number of the key demographic and financial pressures identified within social care and these were detailed in the report. These prioritised areas reflected the national policy direction to shift the balance of care, promote independent living and ensure person-centred care. The service reviews would critically appraise and challenge current models of service delivery to ensure resources were focused on greatest need delivering the best outcomes for service-users. The findings of these reviews and supporting recommendations would be submitted to the IJB for consideration and direction.
The report detailed the work to be undertaken in order to optimise integrated working and the programme governance and delivery model arrangements. The Chief Officer advised that he would submit a report to the next meeting of the IJB to be held on 16 September 2016 relative to what was being done to embed a new level of engagement and culture within the HSCP.
Following a discussion on issues arising from the health budget delegation for the IJB not being finalised, the report was approved.
DECIDED:
(a) That the formal closure of the 2015/16 Change and Improvement Programme, which formed Appendix 1 to the report, be approved;
(b) That it be agreed that approval of the final 2016/19 Strategic Plan and 2016/17 Financial Plan would be carried forward into the 2016/17 work programme;
(c) That the 2016/17 Change and Improvement Programme, which formed Appendix 2 to the report, be approved and that it be noted that this would be subject to further review once the IJB’s final 2016/19 Strategic Plan and 2016/17 integrated budget were finalised;
(d) That it be noted that the Chief Officer would submit regular reports to the IJB on the progress of the 2016/17 work programme;
(e) That it be noted that the findings of service reviews and supporting recommendations would be submitted to the IJB for consideration and direction; and
(f)That the Chief Officer submit a report to the next meeting of the IJB to be held on 16 September 2016 relative to what was being done to embed a new level of engagement and culture with the HSCP.