Communication Plan: Health and Social Care Integration

This communication plan is specifically designed to run alongside the programme of work taking place locally to implement integration of health and social care. Aim Key aim of this plan is to ensure that we deliver upon the following;

“To listen and respond to our customer1 needs and aspirations; to share knowledge and information appropriately with all stakeholders in a timeous manner.”

Context The Integration of health and social care is the Scottish Government’s ambitious programme of reform to improve services for people who use health and social care services. Integration will ensure that health and social care provision across Scotland is joined-up and seamless, especially for people with long term conditions and disabilities, many of whom are older people. The Public Bodies (Joint Working) (Scotland) Act was granted royal assent on April 1, 2014. The Act is a landmark health and social care reform for Scotland and is the most substantial reform to the country's National Health Services and social care services in a generation. It has meant changes to the law which require Health Boards and Local Authorities to integrate their services resulting in more joined-up, seamless health and social care provision that will improve people's lives. On July 2nd 2014 Shetland Island Council and NHS Shetland took the decision to move forward with a Body Corporate model for Health and Social Care Integration locally. This means that the Health Board and Local Authority delegate the responsibility for planning directing service provision for adult health and social care services to an Integration Joint Board (IJB). The responsibility for managing and providing services remains with the parent bodies who will be required to deliver the services as directed by the IJB. The process of planning these services will be through the development and approval of a strategic commissioning plan. Consultation

1 Customer – All stakeholders including staff and members of the public

The consultation period for the Draft Model Integration scheme and the Draft Strategic (Commissioning) Plan has come to an end. You can find the consultation responses, along with the above 2 documents on the HSCI webpage under consultations. Consultation will be an essential and important aspect of future working arrangements for our Integrated services. The IJB will therefore need to develop robust Consultation processes to ensure that all relevant stakeholders are appropriately involved in the development of the Commissioning plan and at a locality level with local service provision and development.

Stakeholders Analysis Customers include:

Who Method most often used and why?

Is it Effective, why/why not?

Proposals and Possible resource implications

Service Users Webpage Cost e-mail effective Letters For service users – personal contact with staff. For staff, personal contact with their teams / managers

Least effective and most used Effective, slow

There are many ways of communicating effectively with stakeholders that could be looked into further. Some of which may need resource input. For instance; Presentations and training are known to be an effective way for some people to retain information very quickly and easily because of the use pictures and sounds together. This can be more resource intensive than others ( i.e letters) initially but the pay back should be greater long term. There are huge wins to be made with the use of digital technologies. The range of digital and social media is extensive with sites such as (but not limited to); Facebook Pinterest Linkedin Twitter

Carers Webpage cost e-mail effective flyers - works Personal contact with staff

e-mail - Least effective and most used Newsletters/Webpages can be very effective if customised well to grab readers attention and contain only essential info. very low cost Social Media, can be effective; Low

cost. Face to Face – Effective but expensive.

Business/personal Blogs Flickr StumbleUpon People access information in many different mediums now and public sector could benefit by choosing to adopt a more interactive and broad approach. For instance

Live streaming 2of NHS and Council Meetings, this would enable those in rural communities to be ‘present’

Live twitter feeds of big council/NHS meetings – This allows people to take part in a debate online and engages people.

Council and NHS facebook accounts, gauges views – However it is understood that this is resource intensive to moderate. Where used appropriately, this has been effective, i.e for short term changes - Ferry strikes.

Detailed resource implications are being worked up. Also needs to take account of current policy on use of social media re safeguards etc

Possible to use Blogs as a method ‘Day in the life of Financial Accountant’, day in the life of councillor, etc May change perceptions plus blogs are trending.

Staff employed by the council and NHS Board

E-mail – cost effective Face to face meetings Team briefs Flyers/newsletters Press release Social Media

Least effective and most used These are the higher rated ways of communicating effectively, so the more we can communicate face to face and with pictures, the more effective the message will be.

Service providers E-mail Cost Webpage Effective Intranet Face to face

Least effective and most used Most effective for many but more resource intensive than e-mail.

Partners/charitable agencies

E-mail Face to face Letters meetings

Effective but resource intensive

public Face to face Press releases Social media Letter

Effective but resource intensive

2 Detailed resource implications being worked up

This could engage a bigger proportion of the demographic, especially if proactively managed by a digital communications officer for example. Currently have 1FT digital communications officer working for Shetland islands council. May be potential to look at building it into their work programme. The standard generic costing for communications are as follows;

face-to-face transaction is £12,

telephone conversation is £2

online transaction is 20p Clearly there could be a wide variety of variations within this, particularly in a rural setting. For example you may have to add ferry journeys to your face to face transaction cost. Generally for communication to be effective, a variety of methods should be deployed.

Locally The work being undertaken locally to implement the public bodies act is being led by the council’s director of corporate services working alongside colleagues from NHS Shetland. Discussions with key stakeholders is an essential part of the work that we do. Throughout the Integration process there have been a number of informal meetings for members of Shetland Islands Council and Shetland NHS Board, Third sector partners, staff and staff representatives. There will be more opportunities for discussions through 15/16 as the detailed work programme become takes place. A timeline including the main elements of our communication with customers is outlined below.

Work stream Group Lead officer (s)

Cost Timescales

Updated Baseline Position February 2015

Risks Progress

1. Governance

Committee structures

Schemes of Delegation

Governance subgroup

Christine Ferguson Sarah Taylor

WER

Detailed proposals for committees and schemes of delegation to be approved by end of March 2015.

The Council and the Board have agreed a Body Corporate model of integration. The Integration Scheme for the new Shetland Health & Social Care Partnership has been prepared and is being presented to SIC and NHS for approval in February 2015. The Social Services Committee and CHP Committee will meet concurrently as a shadow arrangement until the Integrated Joint Board (IJB) for the new Health & Social Care Partnership has been established.

There is a risk of duplication and triplication unless a single framework combining committee roles and functions across both agencies can be agreed.

The Integration Scheme has been approved by the Council and the Health Board and submitted to the Scottish Government. We are waiting for a response.

2. Finance

Integrated budgets

Cost and budget analysis by care group, locality and service

Local Partnership Finance Team (LPFT)

Christine Ferguson

WER Proposed financial governance arrangements for the Body Corporate to be developed by December 2014

Community health and care budgets are aligned. The detail at cost centre level is set out in the Partnership Agreement. Funding for some services is pooled, for example substance misuse, advocacy and carers strategies. Partnership groups e.g. Shetland Alcohol and Drugs Partnership (SADP), Carers Link Group agree priorities and spending allocations from within the total aligned budget envelope for that service area. Unit cost data is available for all community care services. Budget monitoring reports showing the spend against aligned and pooled budgets are presented to CHP and Social Services committees quarterly as part of the performance monitoring processes.

There is a risk that a comprehensive set of protocols and procedures are not in place by the time the IJB is established.

Plans for the 2016/17 budget setting processes are being discussed by Local Partnership Finance Team. Further work is needed on programme budgeting and marginal analysis to support integrated budgets going forward. Work is continuing in detailed protocols. Financial governance for joint services is already in place and is described in the draft Financial Framework for the Supplementary Documentation of the Integration Scheme.

3. ICT Data Jane TBA Update report Access to SWIFT and shared There are a DSP continue to work on

Shared systems and infrastructure

Sharing Partnership (DSP)

Cluness April 2015

With You For You records is available to partner agencies. Secure e-mail links are being used. DSP, SWIFT Project Board and joint NHS/SIC ICT groups meet to discuss information systems projects that affect health and social care including the options for additional software/systems to assist electronic data transfer. WYFY has been reviewed, incorporating changes to processes to take account of self-directed support legislation which came into effect on 1 April 2014. An action plan to take WYFY forward is under development.

number of risks around information governance and records management as systems become better integrated.

all aspects of data sharing linking with colleagues at a national level. The Terms of Reference for the Data Sharing Partnership is being revised. A detailed Action Plan is available separately. A Privacy Impact Assessment is being undertaken to inform the work of the DSP

4. HR, Innovation and Change

Review of joint HR framework for Partnership Agreement

Joint working group

Denise Bell Lorraine Hall

WER Single, effective and efficient HR policies and protocols for all SIC and NHS

Joint Staff Forum has been reinvigorated and is meeting monthly to ensure timely discussion of all matters affecting staff.

There are risks regarding the different terms and conditions, HR systems,

External facilitation for Action Learning Sets to support the localities project provided by NESS and SSSC has been completed.

Support for staff consultation

Support for implementation of structural changes

Developing capacity for change management

Training and staff development

Joint protocols for recruitment and secondment

Joint HR systems, policies and procedures

staff wherever possible. Detailed timetable to achieve this to be prepared by April 2015.

policies and procedures operated by the two statutory agencies.

A detailed work programme on HR issues has been developed following the decision to implement a Body Corporate Integration Model. A comprehensive Workforce Development Strategy for Community Health & Care Service is being developed.

5. Communication Strategy

Revise CHCP Communication Strategy

Ensure communication of progress to all stakeholders

Communication strategy for the IJB will have to be

Programme Board

Christine Ferguson / Sarah Taylor

WER

On-going

Communications strategies are in place for CHP, for Shetland NHS Board and for SIC. All press releases are co-ordinated through the Chief Executive’s Office for NHS Shetland and by SIC Communications Team for the Council. A revised Communication Plan has been prepared.

There are risks that information is not disseminated widely across staff groups and / or shared with stakeholders timeously.

Monthly updates are being prepared for NHS Team Brief. A first draft Participation and Engagement Strategy is being prepared for the IJB. First draft completed.

developed that dovetails with those of the 2 Parent Bodies.

Shared web pages have been set up and briefings and other information is posted regularly. Key pieces of information to be updated will be transition programme, integration scheme and supplementary documentation. There are links to information on Scottish Government website. Staff newsletters are prepared, circulated and posted on the website every 6 weeks to 2 months There is discussion at the Joint Staff Forum that meets regularly to exchange information with staff representatives in both SIC and NHS Shetland. In addition JSF has representative members from the unions present in the meetings which

ensures that an early discussion in had on any potential changes to service delivery etc. Information and advice is sought from stakeholder groups such as PFPI, professional advisory groups as often as is possible. There are regular NHS staff briefings (HOW regular are they sarah?)/who do they go too?

6. Integrated Management Structures 1. Professional and

clinical governance

2. Management capacity

3. Multidisciplinary locality service teams

4. Involving third sector partners

CHCP Management Team (CHCPMT)

Simon Bokor-Ingram

WER Proposals on localities completed December 2014 Detailed implementation plan for localities model February 2015 Full implementation completed

Single management structure in place for most of CHP business reporting to the Director of Community Health and Social Care. Locality based primary care and community care services work closely together reporting through management structures based predominantly on clinical/professional disciplines e.g. nursing,

There is a risk that the locality arrangements will not be agreed in time for inclusion in the Integration Scheme. There is a risk that the clinical and care governance

A draft clinical and care governance strategy is being circulated for discussion. A review of the capacity at the third tier of management in the CHP and Social Care is being undertaken, led by Director of Community Health and Social Care. An independent review of the social work function and capacity

during 2015/16

social work, social care, OT The PID for the locality management arrangements has been agreed. Voluntary Action Shetland (VAS) are recognised by the Scottish Government as the Third Sector Link Group for Shetland. VAS are represented on the CHP Committee and on the Health and Care Partnership Strategic Team which is the Strategic Planning Group for Shetland’s Health and Social Care Partnership.

arrangements are not agreed in time for inclusion in the Integration Scheme.

has been undertaken and was presented to SIC on 17 December 2014. Work on localities is focusing on two pilot projects one in the North Isles and the other in Lerwick. A research project has been developed with IRISS (The institute for Research and Innovation in Social Services) and will support the work on localities and joint working. IRISS reps visited Shetland on 26 and 27 January 2015. A report by IRISS has been received and is being used to inform detailed action plans.

7. Strategic Planning and Planning in

Shadow H&SCI

Sarah Taylor/

WER Detailed process in place

Seven localities matching the community planning

There is a risk of a lack of

Locality profiles are already available.

Localities Strategic Planning Group

Simon Bokor-Ingram

and first localities plans included in the Strategic Plan from 1 April 2016

localities have been agreed for H&SCI and included in the Integration Scheme.

interest, engagement and support for locality planning. Previous attempts had limited success.

Discussions with colleagues in Community Planning and Development are on-going. To be included in briefing on Strategic Planning for IJB members.

Appendix 1 Introduction: what is meant by communication? In its basic form, communication is the effective exchange of information. Communication can be broken into 3 parts;

the sender

the message

the audience The very act of being able to communicate effectively draws on several interpersonal and intrapersonal skills. These include, speaking, listening, observing, questioning, processing, analyzing, and evaluating. For communication to be effective, the audience must interpret the message in the way the sender intended, which arguably is becoming more complex in this media driven world. Communication should always have a clear and concise purpose, evident to the audience. There are many ways in which to communicate information. Such as;

Face to Face

Body language/facial expression

Sign language/ BSL and Makaton

Via e-mail

Telephone

By letter

Poster, newsletters

Social Media

Open Forums

Press releases/Newspapers

The trick is to be able to use the most effective form of communication for the right circumstance. For instance do we know how all our communities of interest like to communicate? and Do we communicate in that way with them?