REPORTItem No: 8

SUBJECT:

TO:

Lead Officerfor Report:

Author(s) ofReport

DATE:

1.

I f ' . J Health&SociaI CareNorth Lanarkshire

North Lanarkshire Local Outcome Improvement Plan

Integration Joint Board (Performance, Scrutiny & Assurance) Sub Committee

Head of Planning, Performance& Quality Assurance

Assistance Health Improvement Manager

12 September 2017

PURPOSE OF REPORT

This paper is coming to the Integration Joint Board (Performance, Scrutiny & Assurance) SubCommittee

For approval L I For endorsement −− − − To note −

The purpose of this report is to provide an update on community planning developmentsconsistent with the role of North Lanarkshire Partnership Board as outlined in the CommunityEmpowerment (Scotland) Act 2015, and specifically, the preparation of the Local OutcomeImprovement Plan (LOP).

2. ROUTE TO THE SUB COMMITTEE

This paper has been:

Prepared Z TIlieviewed jEndorsed

By

3.

4.

4.1

Elspeth Russell, Assistant Health Improvement Manager, North HSCP

RECOMMENDATION

3.1 It is recommended that the Sub Committee accepts and endorses the LOIP.

BACKGROUND/SUMMARY OF KEY ISSUES

Community Empowerment (Scotland) Act 2015

The Community Empowerment (Scotland) Act 2015 reinforces the statutory duty onCPPs and broadens responsibility to all statutory partners through a set o f guidingprinciples focusing on:

Strong, shared leadership;

Governance and accountability;

Community participation and co−production;

• Understanding of local community needs, circumstances and opportunities;

• Focus on shared key priorities;

• Focus on prevention;

• Tackling inequalities;

• Resourcing improvement;

• Effective performance management.

At a strategic level, there is an expectation that CPP's will develop a set of focussedstrategic partnership priorities, articulated in the LOW, to provide a focus for all workdelivered by the partnership.

4.2 The development of North Lanarkshire Partnership LOW

The NLP Board previously agreed a set of shared strategic priorities to drive thedevelopment of the LOW and focus partnership working in North Lanarkshire. Theagreed priorities are:

• Homelessness;

• Looked After Children and Young People;

• Poverty; and,

• Resilient Communities

The NLP Officers Group was tasked with undertaking initial work to review progressunder each of the priorities and propose key actions and approaches for each themein order to drive improvement. An initial draft of the LOW was endorsed at an NLPworkshop event in March 2017. Since then further work has been taken forward tobegin to develop action plans for each theme. These are at varying stages ofdevelopment as outlined in Appendix 2.

4.3 Supporting Collective Actions

The approaches being developed through the LOW give increased recognition of theneed to meaningfully engage and build capacity within communities and to addressthe wider determinants of health through collective action to tackle poverty andaddress the needs of specific vulnerable populations. In order to support this there isa need to promote a culture of collective ownership and responsibility.

Leadership endorsement and decisive action to promote and support this approachis intrinsic to ensuring buy in from stakeholders.

The following list of actions outline some of the key areas the Partnership and itsconstituent members are required to support.

• The development of a Community Engagement strategy to support thedelivery of the LOW with communities. This work is being led by VoluntaryAction North Lanarkshire (VANL) and Scottish Community Development

Centre (SCDC) and will build on the strong foundations already in placethrough the Community Capacity Building programme.

• The development of a Performance Management Framework to ensureaccountability for delivery of the LOW and governance and reportingmechanisms for communities and partner organisations individually andcollectively.

• The potential development of a partnership workforce development 'pledge'between leaders to agree to support the priorities and actions as a prioritywithin their organisation.

• Identification and addressing workforce challenges associated with deliveryagainst the priorities.

• The assurance that, where relevant, partnership priorities and approaches

are reflected in the priorities of individual organisations

• Senior level agreement regarding ownership and roles for specific actionsparticularly around some of the engagement and capacity building workrequired under resilient communities.

4.4 Next Steps

Following endorsement of the LOIP by all NLP partners in September 2017 a deliveryplan will be presented to the NLP Board in November 2017 outlining the specificactions to be taken forward under each theme in order to drive improvement. Thisplan will also detail the wider collective actions required to support the LOW deliveryprocess.

5. CONCLUSIONS

5.1 The development of the LOW provides an opportunity for renewed commitment toby all the community planning partners to work collaboratively to reduce inequalitiesand improve the health and wellbeing of the people of North Lanarkshire. Thepriorities chosen reflect the need to tackle the wider determinants of health, ofwhich poverty is the greatest factor, as well as increase focus on specific vulnerablepopulations whose adverse life circumstances often result in poorer personaloutcomes. Underpinning these three areas is a need to better engage and work withlocal communities to build capacity using the strong collective assets available.These four priorities reflect the partnership's commitment to targeting sharedresources to reducing inequalities within our communities. No organisation canaddress these priorities in isolation and the added value of the collective efforts ofthe whole partnership is crucial in working with our communities to plan, design anddeliver public services to achieve positive outcomes for North Lanarkshire residents.

6. IMPLICATIONS

6.1 NATIONAL OUTCOMESThe LOW has the potential to contribute in some way to the achievement o f all ninenational outcomes.

6.2 ASSOCIATED MEASURE(S)These will be defined in a Performance Measurement Framework as noted in 4.3above

6.3 FINANCIAL

This paper has been reviewed by Finance:

Yes E ] No H.At this stage there are no specific financial implications, however as the LOW isimplemented there may be resource requirements identified and these will bepresented to the respective partners, including the IJB, or the NLP Board, asappropriate.

6.4 PEOPLEIndividuals, communities, staff, volunteers and carers will all contribute to theachievement o f the LOIP.

6.5 INEQUALITIESReducing inequalities is the overarching aim of the LOIP and the partnership iscommitted to targeting their collective resources to those most affected byinequality.

EQIA Completed: An EDIA will be completed as part o f the action plan development

process.

Yes.

LII No − N/A LI

7. BACKGROUND PAPERSNone

8. APPENDICES11ocal Outcome Improvement Plan2. LOW Implementation considerations

/i

.............................................................................HEAD OF PLANNING, PERFORMANCE & QUALITY ASSURANCE

Members seeking further information about any aspect of this report, please contact Elspeth Russellon telephone number 01698 377622.

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Appendix 2— LOIP Implementation Considerations (by priority area)

The following sections summarise the Officer's Group discussions, the feedback fromcommunity and partner engagement sessions and any identified learning establishedduring the process of creating a Draft LOIP.

Resilient Communities

The Community Empowerment (Scotland) Act 2015 stipulates that each CPP mustundertake local needs analysis to inform locality planning and direction of resource tosupport this. At present a gap exists in terms of partnership analyst capacity toundertake this task.

Following initial analysis to identify areas/groups of priority in relation to inequalities,there is a need to consider how the partnership deploys resources in support of thisapproach. The LAP/LAT could support dialogue with local partners on an area widelevel to clarify and add to the information from data analysis; however at the localityplanning level there is a potential need for realigning/identifying resources for

• Initial engagement work where required (ie, where there has been limitedintervention and initial engagement with communities is required)

• Where work already exists, engagement with those already operating andanalysis of available intelligence to support delivery that is fit for purpose

• Following initial engagement, identifying any capacity building needs with thisarea/group of people

It is not possible to quantify financial resource/costs for this work until initial needsanalysis is completed, however it is anticipated that some of this may be able to beachieved through realigning resources across the partnership to focus on agreedpriorities (potential need to map partnership financial and workforce resourcesalready used for this type of work). This requires a leadership decision and carefulconsideration of how messages regarding changes of approach/direction of resourceare filtered throughout organisations to ensure that staff feel supported andempowered.

Poverty

The board are asked to nominate someone from each organisation to participate in ahigh level leadership forum to drive forward a partnership strategic framework fortackling poverty in North Lanarkshire building on the good work already beingdelivered and taking into consideration the recommendations of the FairnessCommission. There are no short term financial resource implications for this otherthan identifying operational support for this group. However the potentialdevelopment of a North Lanarkshire Partnership Strategy/Framework is likely toresult in the identification of key strategic actions which will inevitably lead to moreoperational considerations. As with other priorities some of these actions can bedelivered through realigning resources; however the board are asked to agree to giveregular consideration to any additional resource requirements as identified. It isessential that representatives on this group are of a senior enough level to be able totake strategic decision and lead on this work within their organisation

Looked after Children and Young People

The intention in identifying Looked After Children & Young People as a communityplanning priority is primarily to support the existing planning arrangements, includingthe delivery of the existing Corporate Parenting Strategy, to ensure progress in thisarea and not to either replace or duplicate these processes. It is to support theexisting children's services planning processes to ensure maximum partnerinvolvement and the development of robust outcome measurement with a clear focuson achieving improvements for this group of children and young people. TheCorporate Parenting sub−group of the Improving Children's Services Group, which isresponsible to the Children's Services Partnership, is the lead group for this priorityarea. Current areas under development include the Champions Board which willsupport previously Looked After Children and Young People to actively influenceservice delivery and a multi−agency group preparing health needs assessment forLooked After Children and Young People which will support improvements in thisarea. Key actions from this priority are also reflected in the new Children's ServicesPlan which has recently been completed.

Due to the developmental nature of this priority linked to the Corporate ParentingStrategy there are no immediate resource implication and officer support is achievedthrough the Corporate Parenting Group of the Children's Services Partnership. TheBoard are asked to oversee accountability for the delivery of partnership actions forLooked After Children and Young People and give regular consideration to resourcerequirements as work progresses.

HomelessnessA multi−agency working group, led by NHS Lanarkshire has been established toaddress the findings of the homelessness health needs assessment was undertakenin 2015/16. Two multi agenda stakeholder meetings have been held to turn therecommendations from the needs assessment into an action plan. The action plan isaligned to the Local Housing Strategy (LHS) actions on homelessness and also linkswith other programmes such as the national Improving Responses to Distressprogramme. The key priority areas within the action plan that have been identified forthe next two years include: reducing the risk of people becoming homeless throughearly intervention and a focus on workforce development; refocusing service modelsto ensure a more coordinated and sustained response within mainstream services forthose with complex needs; and, a focus on the needs of children and young pregnantwomen experiencing homelessness.

Work is now being taken forward to progress these actions through the multi−agencypartnership. The board is asked to ensure representation on this group from each oftheir respective services and to support delivery of the action plan through prioritisingresources towards the development of multi agency service models which betterensure the health needs of this vulnerable population are met.