GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD"

Transcription

1 7a GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD Date: 30 June 2016 Subject: Adult Social Care Report of: Lord Peter Smith, AGMA Portfolio Holder Health and Wellbeing Steven Pleasant, AGMA Lead Chief Executive, Health and Wellbeing PURPOSE OF REPORT: This paper provides the Strategic Partnership Board with an update on work to transform Adult Social Care across Greater Manchester RECOMMENDATIONS: The Strategic Partnership Board is asked to: 1. Note the contents of the paper and appendix; 2. Support the findings and next steps. CONTACT OFFICERS: Tim Griffiths

2 1. INTRODUCTION 1.1 This paper provides the Strategic Partnership Board with an update on work to transform Adult Social Care across Greater Manchester. 2. BACKGROUND 2.1 In April 2016 AGMA Wider Leadership Team commissioned a review of adult social care across Greater Manchester. The overall aims are to radically improve the population health, through improving and reforming community based responses, whilst streamlining and standardising acute and support services and addressing the financial deficit across the whole system. 2.2 In follow up the GM Director of Adult Social Services (GMDASS) (in conjunction with a range of partners and key stakeholders) identified eight key lines of enquiry that offer the greatest improvement opportunities: 1. Moving to an asset based model to maximise independence and resilience. 2. Investing in prevention to reduce the need for acute and long-term treatment. 3. Redefining the deal with citizens to enable people to organise their own care whilst ensuing assessments are common and trusted across GM. 4. Designing a new model of care at home. 5. Re-commissioning a fit for purpose residential and nursing marker. 6. Supporting Carers. 7. Transforming and stabilising the social care workforce. 8. Transforming services for people with learning disabilities. 2.3 These eight priorities now form the core of our transformation ambitions for adult social care across GM. Further detail is found at section four, and in the appended slide pack. 3. PROCESS 3.1 Adult social care forms a key part of GM health and care economy, and has a significant contribution to make in ensuring that the health and social care economy in GM is financially and clinically sustainable by Adult Social Care provides a key component part of both our integrated care and commissioning arrangements.

3 3.2 Both the GM DASS and AGMA have agreed a narrative that describes how a transformed adult social care offer is critical to the improved health and wellbeing of people with a range of complex needs, their carers and communities in general. 3.3 The high level case for change has been agreed following an initial scoping exercise across each of the key lines of enquiry (KLOE), and the GMDASS group will be responsible for leading each of the areas identified. 3.4 Further detail of the eight KLOE s is set out at section KEY FINDINGS 4.1 As part of the review process the high level case for change was established for each of the priority areas identified at 2.2. These are set out below and provide a rationale for adopting eight pillars of transformation. 4.2 Move to an asset based approach Need to strengthen community resilience and design ways to connect people to local neighbourhood networks 4.3 Investing in prevention and early intervention Need for a consistent approach to primary, secondary and tertiary prevention across GM, underpinned by shared information and a common approach to predictive modelling of risk and need Need to improve co-ordination of early intervention to prevent the need for acute services whilst improving health outcomes There is a significant opportunity to commission better reablement and "discharge to assess" service. 4.4 Contact, eligibility and referral Opportunity to develop a common approach to dealing with those people who contact adult social care in need of support and care, that enables more choices and promotes independence. 4.5 Support for people at home Recognised that the current model of support at home is broken. There is an estimated 73 million of expenditure per annum across GM into a unsustainable model of care that delivers inadequate responses utilising a workforce that is increasingly difficult to recruit and retain Support at home needs to be part of the core health and social care offer available to all people of all ages with complex needs. 4.6 Support for carers Opportunity to address the need to offer support to carers through local neighbourhood networks underpinned by a GM approach to offering

4 information, advice, advocacy and personal budgets that allows carers to continue caring. 4.7 Fit for purpose residential and nursing homes Nursing homes are becoming increasingly difficult to staff and quality, price and availability vary significantly across GM There is an opportunity to manage a GM market, investing in new models of care homes (more closely aligned with the NHS). 4.8 Transform learning disability services Young people (specifically those with LD and MH issues) have difficulty transitioning into adult hood and in fulfilling their potential. In particular there are challenges in accessing high quality opportunities to ongoing education and employment opportunities; and a new partnership approach with employers and service providers. 4.9 Workforce development High turnover, rising cost base, and lack of sufficient professional and career development opportunities, all hamper the development of a skilled and stable workforce This needs to be addressed to ensure the workforce is supported to develop, and to ensure that care becomes a career choice, that provides routes into employment and career pathways for resident in and across GM Devolution provides GM with a significant opportunity to create such employment and career pathways through our transformation programmes at local and GM level. Our new models of care, particularly those delivered through our locality care organisations, will require a different type of worker that can meet the need of the service user regardless of whether care is funded through NHS monies or Adult Social Care monies Information Management Technology Key to the successful transformation of Adult Social Care is a recognition that, as with all transformation and improvement programmes, the opportunity presented by IMT needs to be exploited At the GM level the GM Strategic Plan made specific commitments to using information and technology to: Understand resident needs, and develop services more efficiently and effectively Ensure people to have greater access, ownership and responsibility over their own data Share data and information across organisations on a daily basis to support integrated multi-agency case management Use technology to support self-management

5 GM Date Connect and DataWell both provide Adult Social Care with significant opportunities, and devolution has provided GM with a platform upon which national funding streams can be accessed to support the IMT requirement we know will be required as we transform our offer. 5. NEXT STEPS 5.1 As part of the review, a series of next steps were identified: Undertake further analysis on the needs of current and future cohorts and model the CBA against each priority response to support the business cases. Secure capacity to support the programme including the appointment of an interim Executive Director, permanent appointment of Assistant Director and additional analytical support. Establish an overarching quality assurance and performance framework to support a standardised approach across GM, locating Adult Social Care within the wider Taking Charge framework. 6. RECOMMENDATIONS 6.1 The Strategic Partnership Board are asked to: 1. Note the contents of the paper and appendix; 2. Support the findings and next steps.

6

7 Adult Social Care Radical Reform at Scale and Pace June 2016

8 Executive Summary AGMA commissioned in April a fundamental review of adult social care across Greater Manchester. This forms an integral part of realising the vision set out in 'Taking Charge' to achieve a radical upgrade in population health through investment in community based services, standardising acute health care and streamlining support services. Progress Using a co- production approach engaging stakeholders across health and care in Greater Manchester the following eight business areas have been reviewed identifying key issues and improvement opportunities: Moving to an asset based based model that draws on the whole range of personal, family and community resources to maximise independence and resilience; Investing in primary, secondary and tertiary prevention to reduce the need for acute interventions and long term treatment; Redefining the deal with the citizens so that contacts with services become self service and enable people to organise their own care and support, and ensure that assessments are common, trusted and portable across Greater Manchester; Designing and commissioning a new model of care at home in partnership with service users, providers and investors; Focusing residential and nursing care on those who can really benefit from it and creating centres of excellence in care that maximise independence and reduce the call for hospital admission; Supporting Carers by creating a Greater Manchester offer to provide consistent advice and support to local and condition based career organisations and integrating all funding and support to Carers; Working with employers, educational institutions and professional organisations to strengthen the recruitment, retention, skills and stability of the social care workforce; Transforming services for people with learning disabilities to provide access to inclusive local services for people with complex needs. 2

9 Executive Summary.Priorities Create a Greater Manchester model of asset based practice to enable all boroughs and localities to support independence resilience and self management; Redesign and decommission care at home that reduces urgent care and builds community health and care capacity; Commission a new model of residential and nursing care linked to new models of NHS care for people with complex needs, including continuing health care; Jointly commission hospital admission and discharge for people at high risk of hospital admission. Next steps Establish a programme to deliver the priorities at scale and pace Appoint a Director to lead and guide the programme Commission priorities Agree programme funding 3

10 Vision 4

11 The new narrative We will deliver improved outcomes for Adults who need care and support across GM by: Supporting more asset based interventions to promote resilience, confidence and wellbeing in families and local communities Developing a transparent way of shifting funding around the system Managing the hospital discharge process and continuing health care through social care Reducing the demand on the urgent care system by 5% through a fundamental shift in homecare and residential and nursing home models Supporting individuals with long term conditions in the community to better manage their health in a way that suits them, reducing demand for elective hospital services by 15% and helping these individuals to experience 30% fewer unplanned admissions supporting the ambition to reduce acute capacity by 20%; Enabling 25,000 people with severe and enduring mental illness to benefit from proactive, effective, community based care that prevents their mental health deteriorating and reduces their involvement with urgent services by 30% Delivering cashable savings of 10% through diversion of current customers into existing community solutions, the significant upscaling of technology and further expansion of the own front door model of supported living. Creating a Greater Manchester intelligence lead performance management and quality assurance system Upskilling of entry levels jobs and shift of current low pay, zero hour culture within care work to one of nourishing and rewarding employment, reducing in work benefit ask and developing pipeline of future health and social care professionals. 5

12 Adult Social Care in GM Taking Charge Adult social care is critical to the health and wellbeing of people with complex range of often intense needs, their carers and families and our communities more generally. It is critical to the sustainability of the NHS and our care integration agenda in Greater Manchester. However, securing a better care and health system isn t just about health integration. National policy framework - the Government s objectives are to enhance adults quality of life, delay and reduce the need for care, ensure positive care experiences, and safeguard adults from harm. Greater Manchester policy objectives: The integration of health and social care provision across Greater Manchester (GM) is a fundamental component of the growth and reform strategy. GM health and social care system can support GM s priority of reducing worklessness, supporting people back into employment and providing growth through innovation. System reform is a pre-requisite to addressing the fundamental challenge of ensuring that the health and social care system becomes financially sustainable over time. GM ambition is to achieve a pathway to independence for all: Start Well - Children with special needs are prepared for an independent life, supported to make choices and plan for adulthood from birth. Live Well - People with complex needs can live in their own homes, be with their family and friends, are able to work with the right support, can join in everyday life and are valued for their contribution to society Age Well - Older people maintain choice and freedom to live the life they choose, stay in good homes, are supported by family, friends and their local community, and special services to maintain their health and well being come to them and work together to ensure a good quality of life and a dignified death 2

13 Adult Social Care in GM Taking Charge The what Taking charge strategy identifies: 1. Radical upgrade in population health prevention 2. Transforming community based care & support 3. Standardising acute & specialist care 4. Standardising clinical support and back office services The how Adult social care is an integral part of achieving these Changes through: 1.Empowering individuals and families through better community support and information 2.Radical changes to care at home and asset based approaches 3.Recommissioning residential, nursing and continuing health care 4.Common intelligence led performance management and data sharing 5.Consistent support for carers and a better skilled workforce 5. Enabling better care Review of the Taking Charge priorities and development of specific ASC programme principles and ambition Evaluation of locality plans ASC Director and AD agreement on priorities ASC leads to drive forward to KLOEs Development of business cases H&SC Strategy Case for Change Agreeing priorities Evaluation of performance data Development of eight scoping document to identify the key issues and KLOEs Identify GM, Cluster and Locality opportunities 7

14 Case for Change Asset Based Approach Need to improve outcomes for Greater Manchester Residents by strengthening community resilience and connecting people to neighbourhood networks Need to equip staff for different approach and role that maximises community and family contributions and maintains choice and independence Opportunity to empower individuals and families through digital services a GM Google for care and support Prevention and early intervention Need for consistent approach to primary, secondary and tertiary prevention across Greater Manchester underpinned by shared information and a common approach to predictive modelling of risk and needs Need for better co-ordination across Boroughs of early intervention to prevent hospitalisation and poorer health outcomes Opportunity to commission better re-ablement and discharge to assess services Contact, Eligibility and Referral Need for a common definition of a contact between the Council and a citizen needing care and support and opportunity to create a new deal for citizens that enables more choice, control and independence and reduces the cost of unneccesary referrals and assessments Assessments are not trusted across Greater Manchester and portable between authorities opportunity to improve outcomes and reduce costs by making all assessments trusted and transportable Support for people at home Current model is broken unsupportable costs, weak market, difficulty retaining and recruiting staff. Opportunity to stop existing re-procurements and adopt a radical co-design approach with service users and providers to develop a sustainable model that meets wider range of needs Better home support is the key to earlier more effective intervention and should be part of the core health care offer linked to primary and community health and available to all ages and all people with complex needs 8

15 Case for Change (continued) Support for Carers Carers provide six times the support funded by the state and have new statutory entitlements under the Care Act 2014.Most carers are themselves old and often experience economic hardship, isolation and health issues Opportunity for a more o-ordinated and carer led approach to supporting carers through local neighbourhood networks and support organisations underpinned by Greater Manchester wide approach to information, advice, advocacy and personal budgets Fit for purpose residential and nursing homes Quality, price and availability vary widely across the different boroughs in Greater Manchester and Boroughs compete for access to the best value care homes Nursing homes are increasingly hard to staff and quality is at risk. Opportunity to manage a Greater Manchester market investing in new models of care home, closer aligned with the NHS, better staffed and with economic models that benefit commissioners and the local economy Transform learning disability services Greater Manchester makes high use of in patient beds and high cost residential facilities. Half of people with learning disabilities are over the age of 65.Need for new local models of care that promote inclusion for older people and people with complex needs People graduating from children s services have high expectation but access to employment is poor across Greater Manchester and needs a new partnership approach with employers and services. Workforce development High turnover, rising wage costs and lack of sufficient training and career progression all hamper the development of a skilled and stable workforce. Need to address these challenges in collaboration with employers at a Greater Manchester level through combined training, IT and digital support, cross service career development and investment in local training and development capability. 9

16 Design Principles 10

17 Priorities By: Rethink how people are support to live at home independently Redefining the contract between councils and their local citizens Radically improving how hospitals admit and discharge patients with complex and long term conditions Jointly commissioning continuing health care across GM Ensuring the estimated 73m spend on homecare provides VfM Developing a strategic vision with our providers Developing and upskilling a joint care workforce across the GM 11

18 GM Opportunity New Money New Money System Transformation Learning and Development 12

19 Pyramid of change GM Joint commissioning Better admissions to hospital & discharge The right specialist support Better help for people at home New deal with citizen Deepening commissioning arrangements and stimulating new models of early intervention, prevention and provision Discharge to assess, not asses to discharge Social care to manage the hospital discharge process and continuing health care Making every contact count Provides speedy access to specialist care Recommisisoning contracts Google GM for adults. Individuals take more responsibility for their own care and families and communities are supported to help those individuals to be as independent as possible Citizens will have a duty to contribute as well as a right to receive support 13

20 Update on progress and Next Steps Progress: An independent analysis of current outcomes and spend to help provide collective understanding of data and intelligence has been competed and being evaluated by the DAS group. Understanding where are the variations across the system and how can we learn from one another Agreement about priority key lines of enquiry for ASC where working differently has a potential benefit of either efficiency with reduction in cost, improved quality of intervention, or increased effectiveness of outcomes for either the short or long term 8 Scoping documents has been produced by the DASs and identify the key KLOEs, opportunities and quick wins Steering groups are being established to drive the changes forward with stakeholder workshops being organised Agreed transformation fund investment of 300k to support this programme. Full day workshop on the 2 nd June to discuss the opportunities to redesign services for adults across GM and to understand, interdependencies, the commonalities in locality plans and a discussion on linking applications for transformation funding 14

21 Next Steps Priority programme summary one pagers to be produced Define a single social care offer across Greater Manchester Understand the different population cohorts and their needs now and in the future Compare and contrast best practice across the Greater Manchester system Model the financial challenge and capital requirement Work with providers to understand and manage the market across Greater Manchester Cost benefit analysis to be completed across GM by Metro Dynamics Appointment of an ASC programme Director Align this work with opportunities that are emerging from other areas of devolution work and identify where current work programmes can or should be extended. Prove the case that social care sits at the heart of the transformation and public service reform journey Set up programme governance, timetable, metrics and reporting Development of business cases on the agreed KLOEs and priorities 15

Early Help Strategy 2013-2015. Children, Young People and Families. www.manchester.gov.uk

Early Help Strategy 2013-2015. Children, Young People and Families. www.manchester.gov.uk Early Help Strategy Children, Young People and Families 2013-2015 www.manchester.gov.uk 1. INTRODUCTION EARLY HELP STRATEGY 1.1 The Early Help Strategy endorsed by the Manchester Children s Board is a

More information

Cabinet Report. Date: 21 July Better City, Better Lives Further Reform of Local Government Services in Westminster. Title: Wards Affected:

Cabinet Report. Date: 21 July Better City, Better Lives Further Reform of Local Government Services in Westminster. Title: Wards Affected: Cabinet Report Decision Maker: Cabinet Date: 21 July 2014 Classification: Title: Wards Affected: Policy Context: Financial Summary: For General Release Better City, Better Lives Further Reform of Local

More information

Discharging older patients from hospital

Discharging older patients from hospital Report by the Comptroller and Auditor General Department of Health Discharging older patients from hospital HC 18 SESSION 2016-17 26 MAY 2016 4 Key facts Discharging older patients from hospital Key facts

More information

Future payment systems in local government whole place budgets

Future payment systems in local government whole place budgets Future payment systems in local government whole place budgets Carol Culley Assistant Chief Executive, Finance and Performance Manchester City Council 1 Context and approach 2 Growth and reform in Greater

More information

What our strategy means for the health and adult social care services we regulate

What our strategy means for the health and adult social care services we regulate Shaping the future CQC s strategy for 2016 to 2021 What our strategy means for the health and adult social care services we regulate Enter OF FOR Foreword We have set out in our accompanying strategy our

More information

Knowledge and Skills Statement for Social Workers in Adult Services

Knowledge and Skills Statement for Social Workers in Adult Services Knowledge and Skills Statement for Social Workers in Adult Services Table of contents 1. Statement overview 2. The role of social workers working with adults 3. Person-centred practice 4. Safeguarding

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

Runnymede-on-Thames Hotel, Windsor Road, Egham, Surrey TW20 0AG Date: 13 July 2015

Runnymede-on-Thames Hotel, Windsor Road, Egham, Surrey TW20 0AG Date: 13 July 2015 Agenda Item: 9 Report Number: GB215-15 Venue: Runnymede-on-Thames Hotel, Windsor Road, Egham, Surrey TW20 0AG Date: 13 July 2015 Title of Report: NHS North West Surrey Governing Body Service Changes at

More information

Performance Evaluation Report 2013 14. The City of Cardiff Council Social Services

Performance Evaluation Report 2013 14. The City of Cardiff Council Social Services Performance Evaluation Report 2013 14 The City of Cardiff Council Social Services October 2014 This report sets out the key areas of progress and areas for improvement in The City of Cardiff Council Social

More information

Commissioning Support Services. Putting self care into practice

Commissioning Support Services. Putting self care into practice Commissioning Support Services Putting self care into practice As the leading experts in peer support group development, Self Help Connect UK has been actively creating supported self-care approaches and

More information

Update on NHSCB Key features of (proposed) NHSCB operating model for primary care

Update on NHSCB Key features of (proposed) NHSCB operating model for primary care Aim to cover Update on NHSCB Key features of (proposed) NHSCB operating model for primary care NHSCB dental commissioning strategy all dental services Concept and context of local professional networks

More information

CORPORATE MANAGEMENT PLAN

CORPORATE MANAGEMENT PLAN CORPORATE MANAGEMENT PLAN INTRODUCTION Keeping a clear focus When Belfast Trust was established in 2007, five key corporate objectives were agreed. Everything we do on behalf of the people we serve is

More information

WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK

WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK 1 Printed on recycled paper Print ISBN 978 0 7504 7415 3 Digital ISBN 978 0 7504 7416 0 Crown copyright 2012 WG

More information

Procurement Strategy. STAR Procurement is the shared procurement service for Stockport, Trafford and Rochdale Councils

Procurement Strategy. STAR Procurement is the shared procurement service for Stockport, Trafford and Rochdale Councils Procurement Strategy STAR Procurement is the shared procurement service for Stockport, Trafford and Rochdale Councils Foreword 1 This STAR Procurement Strategy sets out the strategic direction and priorities

More information

East Sussex Better Together - Urgent Care Re-design Programme Paula Gorvett, East Sussex Better Together - Programme Director

East Sussex Better Together - Urgent Care Re-design Programme Paula Gorvett, East Sussex Better Together - Programme Director Appendix 1 East Sussex Better Together - Urgent Care Re-design Programme Paula Gorvett, East Sussex Better Together - Programme Director This paper provides a summary of the Urgent Care Re-design Programme

More information

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST C EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 Subject: Supporting Director: Author: Status 1 NHS England Five Year Forward View A Summary

More information

Head of Procurement and Contracting Contracts Managers x 8

Head of Procurement and Contracting Contracts Managers x 8 JOB DESCRIPTION FINAL Job Title Position Number(s) Department Section or Service Category Manager Adult Social Care and Health ASC and Health Commissioning DESIGNATION: Responsible to: Employees directly

More information

Inspection of Mental Health Division. 4 November 2013

Inspection of Mental Health Division. 4 November 2013 Inspection of Mental Health Division 4 November 2013 Introduction: The Inspectorate of Mental Health Services had long advocated for the introduction of a HSE Mental Health Directorate with Executive and

More information

Tackling fuel poverty to improve health and wellbeing and reduce demand on health and social care services

Tackling fuel poverty to improve health and wellbeing and reduce demand on health and social care services National Training Day Conference: Homing In on Cold Homes Friday 15 July 2016 Wigan Tackling fuel poverty to improve health and wellbeing and reduce demand on health and social care services Lord Peter

More information

Cabinet Member for Adult Social Care and Health ASCH04 (14/15)

Cabinet Member for Adult Social Care and Health ASCH04 (14/15) Cabinet Member for Adult Social Care and Health ASCH04 (14/15) Commissioning of Telecare as part of wider Assistive Technology Services for West Sussex July 2014 Report by Director of Public Health and

More information

Principles and expectations for good adult rehabilitation. Rehabilitation is everyone s business: Rehabilitation Reablement Recovery

Principles and expectations for good adult rehabilitation. Rehabilitation is everyone s business: Rehabilitation Reablement Recovery Wessex Strategic Clinical Networks Rehabilitation Reablement Recovery Rehabilitation is everyone s business: Principles and expectations for good adult rehabilitation 2 Principles and expectations for

More information

GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD

GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD 5a GREATER MANCHESTER HEALTH AND SOCIAL CARE PARTNERSHIP STRATEGIC PARTNERSHIP BOARD Date: 27 May 2016 Subject: Locality Plan Development and Process to Support Transformation Fund Consideration Report

More information

The GM Learning Disabilities Fast Track Strategic Plan Update

The GM Learning Disabilities Fast Track Strategic Plan Update Commissioning For Reform: The GM Commissioning Strategy On 1 April 2016 a new era in GM s history begins when it becomes the first region in the country to have devolved control over integrated health

More information

Excellence & Choice A Consultation on Older People s Services January 2009

Excellence & Choice A Consultation on Older People s Services January 2009 Excellence & Choice A Consultation on Older People s Services January 2009 CONTENTS 1. Introduction...3 2. Guiding principles for the delivery of services for older people...5 3. How are services for older

More information

LEICESTER S EARLY HELP & PREVENTION STRATEGY

LEICESTER S EARLY HELP & PREVENTION STRATEGY LEICESTER S EARLY HELP & PREVENTION STRATEGY 2013-15 1. Introduction 1.1. Whilst the majority of our children and young people in Leicester grow up in a supportive environment that enables them to have

More information

Agenda item: 10 Attachment: 07

Agenda item: 10 Attachment: 07 Title of paper: Author: Exec Lead: Service Changes at Surrey and Borders Partnership NHS Foundation Trust (SABP) for People with Learning Disabilities Antony McCallum Senior LD Commissioning Manager for

More information

Appendix 4 - Statutory Officers Protocol

Appendix 4 - Statutory Officers Protocol Appendix 4 - Statutory Officers Protocol Accountability Protocol for role of Director of Children s Services within the London Borough of Barnet Introduction In September 2014, the Chief Executive of the

More information

Building the right support Frequently Asked Questions (finance)

Building the right support Frequently Asked Questions (finance) Building the right support Frequently Asked Questions (finance) Publications Gateway Referrence: 04700 2 Building the right support (BRS), is a national plan to develop community services and close inpatient

More information

London Borough of Sutton Equality & Diversity Framework 2014/ /19

London Borough of Sutton Equality & Diversity Framework 2014/ /19 London Borough of Sutton Equality & Diversity Framework 2014/15 2018/19 1 Contents 1. Statement of Intent... 3 2. Governance... 5 3. Roles and Responsibilities... 8 4. Equality & Diversity Principles...

More information

Finance and Resources Committee

Finance and Resources Committee Finance and Resources Committee 10am, Thursday, 17 March 2016 Renewal of NHS Service Level Agreements Item number Report number Executive/routine Wards All Executive Summary This report is to request approval

More information

Business Plan 2016/17

Business Plan 2016/17 Business Plan 2016/17 STAR is the shared procurement service for Stockport, Trafford and Rochdale Councils Contents Page 1 Executive Summary 1. Who are STAR? 2. Contexts and influences 3. STAR authorities

More information

Pre-Budget Submission 2015 Supporting Care in the Community: Living at Home as a First Option

Pre-Budget Submission 2015 Supporting Care in the Community: Living at Home as a First Option Pre-Budget Submission 2015 Supporting Care in the Community: Living at Home as a First Option Contents Supporting Care in the Community: Living at Home as a First Option... 3 Political leadership... 4

More information

DRAFT National Medical Card Unit Strategic Plan

DRAFT National Medical Card Unit Strategic Plan DRAFT National Medical Card Unit Strategic Plan 2016-2018 1 Contents Acknowledgement 3 Foreword 4 1. Introduction and Background 5 2. Strategic Context 6 3. Vision and Mission 9 4. Goals and Strategic

More information

Delivering Local Health Care

Delivering Local Health Care Delivering Local Health Care Accelerating the pace of change Delivering Local Integrated Care Accelerating the Pace of Change WG 17711 Digital ISBN 978 1 0496 0 Crown copyright 2013 2 Contents Joint foreword

More information

Developing the workforce to support children and adults with learning disabilities described as challenging

Developing the workforce to support children and adults with learning disabilities described as challenging Developing the workforce to support children and adults with learning disabilities described as challenging Professor Lisa Bayliss- Pratt Director of Nursing- Health Education England Health Education

More information

GREATER MANCHESTER HEALTH AND SOCIAL CARE DEVOLUTION STRATEGIC PARTNERSHIP BOARD

GREATER MANCHESTER HEALTH AND SOCIAL CARE DEVOLUTION STRATEGIC PARTNERSHIP BOARD GREATER MANCHESTER HEALTH AND SOCIAL CARE DEVOLUTION STRATEGIC PARTNERSHIP BOARD 5 Date: 29 January 2016 Subject: Dementia United A 5 year improvement programme for dementia in Greater Manchester Report

More information

DERBYSHIRE COUNTY COUNCIL CABINET 20 SEPTEMBER Report of the Strategic Director for Adult Care DERBYSHIRE BETTER CARE FUND UPDATE ADULT CARE

DERBYSHIRE COUNTY COUNCIL CABINET 20 SEPTEMBER Report of the Strategic Director for Adult Care DERBYSHIRE BETTER CARE FUND UPDATE ADULT CARE Agenda Item No:7k DERBYSHIRE COUNTY COUNCIL CABINET 20 SEPTEMBER 2016 Report of the Strategic Director for Adult Care DERBYSHIRE BETTER CARE FUND UPDATE ADULT CARE 1. Purpose of the Report To inform Cabinet

More information

Organisational Development Strategy 2015-2018

Organisational Development Strategy 2015-2018 Organisational Development Strategy Document Control Document Title: Organisational Development Strategy Summary Publication Date July 2015 Related Documents Corporate: Corporate Plan 2014-15, Corporate

More information

Working with you to make Highland the healthy place to be

Working with you to make Highland the healthy place to be Highland NHS Board 2 June 2009 Item 5.3 POLICY FRAMEWORK FOR LONG TERM CONDITIONS/ANTICIPATORY CARE Report by Alexa Pilch, LTC Programme Manager, on behalf of Dr Ian Bashford, Medical Director and Elaine

More information

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Contents List of Abbreviations 3 Executive Summary 4 Introduction 5 Aims of the Strategy 8 Objectives

More information

Patient Transport Service

Patient Transport Service Patient Transport Service Professional, Trustworthy, Safe Service Strategy 2009-2013 Patient Transport Service Strategy 2009-2013 1 Strategic Plan for Patient Transport Service 1.0 Strategic context 1.1

More information

Strategy for Working with the Voluntary & Community & Sector

Strategy for Working with the Voluntary & Community & Sector Strategy for Working with the Voluntary & Community & Sector 2014-2016 Contents 1. Introduction 2. Wigan Borough CCG s Five Year plan 3. The Voluntary & Community Sector in Wigan Borough 4. The benefits

More information

Local Government s Role in Responding to an Ageing Population

Local Government s Role in Responding to an Ageing Population Local Government s Role in Responding to an Ageing Population The Local Government Association Call for Evidence Contact Jill Mortimer, Jill.Mortimer@ageuk.org.uk Introduction Age UK warmly welcomes the

More information

Social work in adult social services

Social work in adult social services Social work in adult social services (Original advice note February 2010, amended July 2012) Context This advice note from ADASS was first published in February 2010. It remains clear guidance on the proactive

More information

Joint Commissioning Strategy for Assistive Technology. Supporting Personalised Outcomes through Assistive Technology 2012-2017 (5 years)

Joint Commissioning Strategy for Assistive Technology. Supporting Personalised Outcomes through Assistive Technology 2012-2017 (5 years) Joint Commissioning Strategy for Assistive Technology Supporting Personalised Outcomes through Assistive Technology 2012-2017 (5 years) November 2012 1 Contents Page 1.0 Introduction P3 2.0 What is Assistive

More information

NHS Scotland Wheelchair Modernisation Delivery Group

NHS Scotland Wheelchair Modernisation Delivery Group SCOTTISH GOVERNMENT HEALTH AND SOCIAL CARE DIRECTORATES THE QUALITY UNIT HEALTHCARE PLANNING DIVISION NHS Scotland Wheelchair Modernisation Delivery Group WHEELCHAIR & SEATING SERVICES QUALITY IMPROVEMENT

More information

Warrington Autism Strategy for Adults WARRINGTON. Borough Council Warrington Autism Strategy for Adults

Warrington Autism Strategy for Adults WARRINGTON. Borough Council Warrington Autism Strategy for Adults Warrington Autism Strategy for Adults 2014-2017 Warrington Clinical Commissioning Group WARRINGTON Borough Council Warrington Autism Strategy for Adults 2014-17 1 Contents Foreword by Cllr Pat Wright Introduction

More information

Brighton and Hove Integrated Care Service Job Description

Brighton and Hove Integrated Care Service Job Description Brighton and Hove Integrated Care Service Job Description Job title: Director of Primary Care Development (maternity leave cover 6 to 12 months, secondments welcomed) Salary: 74k more to an exceptional

More information

Open Report on behalf of Glen Garrod, Director of Adult Care. Date: 03 February 2015 Subject: All-Age Autism Strategy for Lincolnshire

Open Report on behalf of Glen Garrod, Director of Adult Care. Date: 03 February 2015 Subject: All-Age Autism Strategy for Lincolnshire Agenda Item 7 Executive Report to: Open Report on behalf of Glen Garrod, Director of Adult Care Executive Date: 03 February 2015 Subject: All-Age Autism Strategy for Lincolnshire 2015-2018 Decision Reference:

More information

Social Work Reform. Briefing from Children England March 2012

Social Work Reform. Briefing from Children England March 2012 Social Work Reform Briefing from Children England March 2012 About This Briefing This briefing is provided on behalf of the Department for Education s overarching strategic partnership for voluntary, community

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Report by Director of Health and Social Care Commissioning and Interim Director of Joint Commissioning

Report by Director of Health and Social Care Commissioning and Interim Director of Joint Commissioning Agenda Item No. 5 Policy and Resources Select Committee 21 February 2013 Progress Report on the Joint Commissioning Unit Report by Director of Health and Social Care Commissioning and Interim Director

More information

Housing and mental health

Housing and mental health briefing December 2011 Issue 233 Housing and mental health Key points Good housing is critical for good mental health. No health without mental health stresses the importance of housing for mental health.

More information

The report will form part of the performance record for the Council, and will be published on the CSCI website in November.

The report will form part of the performance record for the Council, and will be published on the CSCI website in November. Mr Hugh Dunnachie Director of Social Services London Borough of Hillingdon Civic Centre High Street Uxbridge Lodnon UB8 1UW Dear Hugh ANNUAL REVIEW OF PERFORMANCE Thank you for arranging our recent annual

More information

Integrated Care Value Case

Integrated Care Value Case Integrated Care Value Case Waltham Forest, East London And City (WELC), England November 2013 This Value Case has been commissioned by the Local Government Association with support from the national partners

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

Corporate Objectives 2014/15 2015/16

Corporate Objectives 2014/15 2015/16 Corporate Objectives 2014/15 2015/16 1. Quality - excel in the delivery of clinical care, safety and patient experience. Objective and key deliverables Timescale Lead director Group reporting into Key

More information

The aim of the service will be to contribute to the three key public health tobacco outcomes:

The aim of the service will be to contribute to the three key public health tobacco outcomes: Stop Smoking service model questionnaire background Introduction The draft Tobacco Control Strategy, - drawing on findings from a tobacco control needs assessment and extensive local engagement work points

More information

Equality & Diversity Strategy

Equality & Diversity Strategy Equality & Diversity Strategy April 2014 - March 2017 1 Contents Foreword 1. Introduction. 2. Organisational context. 3. Communities we serve. 4. The Equality Delivery System. 5. Our Equality Objectives.

More information

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason ROLE PROFILE Transformation Programmes Manager Role Profile Job Title Transformation Programme Manager Job No. (Office Use) C6074 Grade (Office Use) Directorate Corporate Services Department Programme

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

WORKING IN PARTNERSHIP FOR QUALITY HEALTHCARE IN HAWKE S BAY

WORKING IN PARTNERSHIP FOR QUALITY HEALTHCARE IN HAWKE S BAY WORKING IN PARTNERSHIP FOR QUALITY HEALTHCARE IN HAWKE S BAY A QUALITY IMPROVEMENT & SAFETY FRAMEWORK DECEMBER 2013 2 1 IMAGE NEEDED CONTENTS INTRODUCTION 2 WHAT DO WE WANT TO ACCOMPLISH 4 QUALITY HEALTH

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

Occupational Therapy Strategy. Mental health and wellbeing

Occupational Therapy Strategy. Mental health and wellbeing Occupational Therapy Strategy Mental health and wellbeing 2015 2020 2015 2020 Background Occupational Therapy (OT) is an integral part of the services Derbyshire Healthcare NHS Foundation Trust (DHCFT)

More information

Common Core Principles to support self-care

Common Core Principles to support self-care Common Core Principles to support self-care 1 The common core principles to support self-care. 2nd edition Published by Skills for Care, West Gate, 6 Grace Street, Leeds LS1 2RP www.skillsforcare.org.uk

More information

Improvements observed since the previous annual review.

Improvements observed since the previous annual review. PERFORMANCE REVIEW REPORT 2003: LONDON BOROUGH OF HARROW SERVICES FOR CHILDREN AND FAMILIES Improvements observed since the previous annual review. Assessment has highlighted the following improvements

More information

Submission to the Tasmanian Government. Rethink Mental Health Project Discussion Paper

Submission to the Tasmanian Government. Rethink Mental Health Project Discussion Paper Submission to the Tasmanian Government Rethink Mental Health Project Discussion Paper February 2015 Alcohol, Tobacco and other Drugs Council of Tas Inc. (ATDC) www.atdc.org.au ABN: 91 912 070 942 Phone:

More information

Securing better mental health for older adults

Securing better mental health for older adults Securing better mental health for older adults This document marks the start of a new initiative to combine forces across mental health and older people s services to ensure that older people with mental

More information

Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence

Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence Nursing and Allied Health Professionals Strategy 2013-2015 Continuing the journey Aiming for Excellence Contents Introduction Vision and Values Principles Behaviours Themes 1-6 References Introduction

More information

Third Sector Organisations and Adult Social Care a true partnership

Third Sector Organisations and Adult Social Care a true partnership Third Sector Organisations and Adult Social Care a true partnership The voice of Cumbrian people their say on action needed to develop services fit for their communities together we can Contents Introduction

More information

Urgent & Emergency Care Network specification

Urgent & Emergency Care Network specification Urgent & Emergency Care Network specification May 2015 Transforming London s health and care together Contents Contents...2 Introduction...3 Background: Urgent and Emergency Care Review...3 Development

More information

Kent County Council Equality and Diversity Team, phone with Type Talk:

Kent County Council Equality and Diversity Team, phone with Type Talk: 1 This document is available in a range of formats and can be explained in other languages. To ask for an alternative version, please email alternativeformats@kent.gov.uk Kent County Council Equality and

More information

Role Context & Purpose

Role Context & Purpose Group Manager Children s Social Care Services Role Profile: Grade: Accountable to: Accountable for: Senior Manager Hay B Service Leader 3-6 direct line reports, plus circa 48 staff that these direct reports

More information

Progress on the System Sustainability Programme. Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014

Progress on the System Sustainability Programme. Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014 Agenda Item: 9.1 Subject: Presented by: Progress on the System Sustainability Programme Dr Sue Crossman, Chief Officer Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014 Purpose of Paper:

More information

A Voluntary Sector Commissioning Strategy for Hertfordshire

A Voluntary Sector Commissioning Strategy for Hertfordshire A Voluntary Sector Commissioning Strategy for Hertfordshire 2015-2019 East and North Hertfordshire Clinical Commissioning Group Herts Valleys Clinical Commissioning Group Introduction As commissioners

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

The IS Planning Framework

The IS Planning Framework Business Plan 2015 2012-2016 1213 The IS Planning Framework Outcomes are at the heart of what the IS does. We exist to: Support councils and their partners to improve health, quality of life and opportunities

More information

Sheffield City Council Draft Commissioning Strategy for services for people with a learning disability and their families September 2014

Sheffield City Council Draft Commissioning Strategy for services for people with a learning disability and their families September 2014 Sheffield City Council Draft Commissioning Strategy for services for people with a learning disability and their families September 2014 1 Sheffield City Council: Draft Commissioning Strategy for services

More information

Governance arrangements for the development of Clinical Strategy across Greater Manchester

Governance arrangements for the development of Clinical Strategy across Greater Manchester Partnership Agreement Greater Manchester Clinical Commissioning Groups Governance arrangements for the development of Clinical Strategy across Greater Manchester 1 1. Introduction 1.1 The emerging Greater

More information

Local Account Factsheet Adults with Mental Health needs

Local Account Factsheet Adults with Mental Health needs Local Account Factsheet 2014-15 Adults with Mental Health needs Adult mental health in Hackney Rates of people with severe mental health and depression in Hackney are high. The borough has one of the highest

More information

Learning Disability Integrated Commissioning

Learning Disability Integrated Commissioning Learning Disability Integrated Commissioning This paper is for: Decision Recommendation: It is recommended that the Governing Body agree that the West Kent CCG should enter into a Section 75 Agreement

More information

Responsibilities. Responsible for managing Legal Services and Procurement functions of the Council.

Responsibilities. Responsible for managing Legal Services and Procurement functions of the Council. Responsibilities Chief Executive In the role of Head of Paid Service in line with the Council s constitution be responsible for the effective management of the authority, and key strategic policy objectives

More information

Changing health and care in West Cheshire The West Cheshire Way

Changing health and care in West Cheshire The West Cheshire Way Changing health and care in West Cheshire The West Cheshire Way Why does the NHS need to change? The NHS is a hugely important service to patients and is highly regarded by the public. It does however

More information

Page 5. The Adult Social Services and Health Committee. The Strategic Director of Adult Social Services, Housing and Health

Page 5. The Adult Social Services and Health Committee. The Strategic Director of Adult Social Services, Housing and Health Page 5 Agenda Item 5 Report to: The Adult Social Services and Health Committee Date: 20 th November 2012 Report of: The Strategic Director of Adult Social Services, Housing and Health Ward Location: All

More information

Putting People First A shared vision and commitment to the transformation of Adult Social Care

Putting People First A shared vision and commitment to the transformation of Adult Social Care Putting People First A shared vision and commitment to the transformation of Adult Social Care Putting People First A shared vision and commitment to the transformation of Adult Social Care 1 Introduction

More information

Halton Borough Council. Procurement Strategy

Halton Borough Council. Procurement Strategy Halton Borough Council Procurement Strategy 2013-2016 1 Procurement Strategy Halton Borough Council 2013-2016 Foreword As a Council, we spend considerable sums of money on contracts; supplies and services;

More information

Report to Cabinet 28 January 2013 Item No 16 Strong and Well: Strengthening Support for Older People in Norfolk

Report to Cabinet 28 January 2013 Item No 16 Strong and Well: Strengthening Support for Older People in Norfolk Report to Cabinet 28 January 2013 Item No 16 Strong and Well: Strengthening Support for Older People in Norfolk Report by the Director of Community Services Summary The 2011 census outlines that over 20%

More information

Workforce Strategy 2015-2020

Workforce Strategy 2015-2020 Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer

More information

Meets all objectives. In line with Council policy.

Meets all objectives. In line with Council policy. ITEM NO: 5 Report to: HEALTH AND WELLBEING BOARD Date: 1 October 2015 Executive Member / Reporting Officer: Subject: Report Summary: Recommendations: Councillor Brenda Warrington Executive Member (Adult

More information

Contact for further information: Chris Lee, 07876844078, Adult Services, Health and Wellbeing Directorate, chris.lee@lancashire.gov.

Contact for further information: Chris Lee, 07876844078, Adult Services, Health and Wellbeing Directorate, chris.lee@lancashire.gov. Report to the Cabinet Member for Health and Wellbeing and the Cabinet Member for Adult and Community Services Report submitted by: Director of Public Health Date: 16 September 2014 Substance Misuse Tier

More information

Delivering housing, health and care outcomes. Report from CIH/ Tunstall Summits March 2013

Delivering housing, health and care outcomes. Report from CIH/ Tunstall Summits March 2013 Delivering housing, health and care outcomes Report from CIH/ Tunstall Summits March 2013 Introduction It was the best of times, it was the worst of times i A very apt summary from Domini Gunn, CIH s director

More information

MAKING IT REAL Marking progress towards personalised, community based support.

MAKING IT REAL Marking progress towards personalised, community based support. MAKING IT REAL Marking progress towards personalised, community based support. What is Making it Real? A truly honestly co-produced product extremely good practice Bill Davidson member of the National

More information

for communities with communities Gwent Association of Voluntary Organisations Business Plan

for communities with communities Gwent Association of Voluntary Organisations Business Plan for communities with communities Gwent Association of Voluntary Organisations Business Plan 2014-15 Our Mission To improve the lives and opportunities of communities through partnership and collaboration

More information

The New Zealand Ambulance Service Strategy. The first line of mobile emergency intervention in the continuum of health care

The New Zealand Ambulance Service Strategy. The first line of mobile emergency intervention in the continuum of health care The New Zealand Ambulance Service Strategy The first line of mobile emergency intervention in the continuum of health care 4 June 2009 2 The New Zealand Ambulance Service Strategy (the Strategy) Ambulance

More information

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page

More information

Director of Operations/Deputy Chief Executive

Director of Operations/Deputy Chief Executive COLCHESTER HOSPITAL UNIVERSITY NHS FOUNDATION TRUST JOB DESCRIPTION TITLE OF POST: ACCOUNTABLE TO: Director of Operations/Deputy Chief Executive Chief Executive ROLE SUMMARY: The Director of Operations

More information

Social Care Jargon Buster. 52 of the most commonly used social care words and phrases and what they mean

Social Care Jargon Buster. 52 of the most commonly used social care words and phrases and what they mean Social Care Jargon Buster 52 of the most commonly used social care words and phrases and what they mean 1) Abuse Harm that is caused by anyone who has power over another person, which may include family

More information

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors

More information

Annex 5 Performance management framework

Annex 5 Performance management framework Annex 5 Performance management framework The Dumfries and Galloway Integration Joint Board (IJB) will be responsible for planning the functions given to it and for making sure it delivers them using the

More information

CHESHIRE EAST COUNCIL. Cabinet

CHESHIRE EAST COUNCIL. Cabinet CHESHIRE EAST COUNCIL Cabinet Date of Meeting: 8 th December 2015 Report of: Director of Adult Social Care and Independent Living Brenda Smith Subject/Title: The Quality Assurance of Care Services in Adult

More information