NOTICE OF MEETING

A MEETING of the ADULT SOCIAL CARE PANEL will be held in the WALLACE

ROOM, OLD VIEWFORTH, STIRLING on MONDAY 27 JANUARY 2020 at 3.00 pm.

JULIA MCAFEE Chief Governance Officer Clerk to the Council

21 January 2020

B U S I N E S S

1. APOLOGIES AND SUBSTITUTIONS

2. DECLARATIONS OF INTEREST

3. URGENT BUSINESS BROUGHT FORWARD BY THE CHAIR

4. MINUTES – ADULT SOCIAL CARE PANEL – 5 DECEMBER 2019 (Pages 1 - 2)

5. DIRECTIONS: INTEGRATION JOINT BOARD TO CONSTITUENT AUTHORITIESReport by Chief Officer – Integration Joint Board (Pages 3 - 22)

6. TRANSFORMING CARE PRESENTATION

7. TRANSFORMING CAREReport by Chief Officer – Integration Joint Board (Pages 23 - 30)

8. WORKPLAN (Pages 31 - 32)

(For further information contact Karen Swan, Committee Officer, 01786 2 33081)

STIRLING COUNCIL

MINUTES of the SPECIAL MEETING of the ADULT SOCIAL CARE PANEL held in the DRUMMOND ROOM, OLD VIEWFORTH, STIRLING on THURSDAY 5 DECEMBER 2019 at 3pm

Present:

Councillor Susan MCGILL (Chair)

Councillor Martin EARL Councillor Alastair MAJURY Councillor Maureen Bennison

Councillor Chris Kane (Vice Chair) Councillor Alasdair TOLLEMACHE Councillor Graham Lambie

In Attendance:

Councillor Douglas Dodds Julia McAfee, Chief Officer Governance (Clerk) Annemargaret Black, Chief Officer Clackmannanshire and Stirling Integrated Joint Board David Williams, Director of Delivery, Scottish Government Jennifer Baird, Category Manager, Stirling Council Marie Valente, Senior Manager Children and Families and Chief Social Worker Officer Euan Murray, HSCP Chief Finance Officer Carol Johnston, NHS Forth Valley Fraser Sinclair, Minute Taker

ASP39 APOLOGIES AND SUBSTITUTIONS

Councillor Alastair Majury was in attendance as substitute for Councillor Bryan Flannagan.

ASP44 MINUTES

a) Minutes of the Adult Social Care Panel on 5 February 2019 were reviewed andagreed as an accurate record by all in attendance.

b) Minutes of the Adult Social Care Panel on 30 April 2019 were reviewed andagreed as an accurate record by all in attendance.

ASP41 INTEGRATION OF HEALTH AND SOCIAL CARE – A RESUME - PRESENTATION

Councillor McGill introduced David Williams, Director of Delivery at Scottish Government who is currently seconded from his post of Chief Officer at Glasgow City IJB to Scottish Government to oversee and implement the Public Bodies Act.

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David provided the Panel a resume of his career history and discussed his new role which has been created to deliver, scrutinise and progress Integration Health and Social Care with local authorities.

The presentation highlighted that the Integration Joint Board (IJB) is responsible for directing service delivery in partnership with the NHS and local authorities.

Throughout the presentation, Members posed a number of questions re governance, locality planning how the role of the Adult Social Care Panel and how the Integrated Joint Board could interact and communicate with Elected Members re ward issues.

Councillor McGill and Annemargaret Black advised the Panel that today’s discussions would be taken into consideration as the role of the Integrated Joint Board and its partners are developed.

Annemargaret Black noted that a copy of the presentation would be circulated.

Decision

The Adult Social Care Panel noted the presentation and that the slides of the presentation would be shared with the Panel.

The Chair and Panel thanked David Williams for his helpful presentation.

The Chair declared the meeting closed at 16:55pm.

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Stirling Council Agenda Item No. 5

Adult Social Care Panel Date of Meeting: 27 January 2020

Not Exempt

Directions: Integration Joint Board to Constituent Authorities

Purpose & Summary

This report seeks to confirm the key role Directions should play in the effective functioning of the Integrated Joint Board (IJB). Directions are the mechanism by which the IJB will implement its Strategic Commissioning Plan, and ‘direct’ each of the constituent authorities in their delivery of relevant services within the resources available.

Recommendations

Adult Social Care Panel is asked to:

1. note the terms of this report, including the key role of Directions as outlined.

Resource Implications

Any resource implications in developing the IJB’s approach to Directions are expected to be minimal.

Directions themselves play an integral role in the directing of resources between the three constituent authorities and in supporting the further integration of service delivery.

Legal & Risk Implications and Mitigation

Directions are legally binding on constituent authorities. As such, it is in the interests of the IJB and of constituent authorities that Directions be clear in scope and content, and easily identifiable. For the IJB, so as it is clear what has been directed and can monitor compliance. For constituent authorities, Directions are the legal basis on which they continue to deliver relevant services and so they require to be clear as to the way in which they are being directed to do so.

Lack of clarity around the scope or content of a Direction would pose a risk, particularly if it was then unclear which body decided what. A clear and transparent approach to Directions should ensure there is a clear audit trail of decision making regarding finances, and service delivery.

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1. Background

1.1 An Integration Joint Board (IJB) must give Direction to a constituent authority in writing to carry out each function delegated to it (s.27(5)(b) Public Bodies (Joint Working (Scotland) Act 2014) (hereinafter referred to as the “2014 Act”). The constituent authority, locally NHS Forth Valley Health Board, Stirling Council and Clackmannanshire Council, does not have discretion as to whether to comply with a Direction. Directions will be increasing important to the effective functioning of the IJB. As each Direction confers a legal obligation on the recipient constituent authority, they are the means by which the IJB tells its partners what is to be delivered, using the integrated budget.

1.2 A diagram from Audit Scotland’s Report (April 2018) which shows the role of Directions in the integration authority model is included as Appendix 2.

1.3 Since 1 April 2016, the IJB has issued ‘high level’ Directions annually at the start of each financial year to each of the three constituent authorities, outlining the budget linked to the functions they are required to deliver that year, and caveating service delivery in certain ways, for example, to ensure compliance with the Strategic Plan. The Directions issued for 2019/20 are included as Appendix 1.

1.4 Having considered different approaches to Directions nationally, officers from each of the constituent authorities have considered the IJB’s approach to Directions and are of the view it requires to be developed. It is proposed that whilst the IJB should continue to issue Directions annually at the time the budget is agreed, that approach does not account for more complex decisions which merit more detailed instructions. The role of Directions also requires to be increasingly integrated into the Board’s decision-making procedures. Directions can and should be issued by the IJB at any appropriate point during the financial year to give effect to a decision, not only at the start of the financial year.

1.5 The Scottish Government circulated draft statutory guidance to integration authorities in September 2018, which has been considered in preparing this report. The draft guidance has been subject to consultation, in which the Health & Social Care Partnership (HSCP) participated, and it is expected that the guidance will be issued in due course. The circulation of that draft guidance indicates a renewed focus nationally on the role of Directions. The issuing of any further guidance will prompt Boards to consider whether they are appropriately and effectively using Directions to deliver their Strategic Plans. Many of the issues raised by the draft guidance had already been under consideration locally as part of the governance work plan and so, notwithstanding the fact the guidance has not been finalised, it was considered appropriate to bring this report to the Adult Social Care Panel in this cycle to enable the Panel to consider the role of Directions, and how they might develop locally, in advance of substantive decisions being taken in March 2020 by the IJB (which will result in Directions being issued by the IJB). At the point at which that statutory guidance is published, consideration will be given as to whether any further specific steps require to be taken by the IJB in developing its approach to Directions. The Board’s approach to Directions will, it is expected, require to be reviewed on an ongoing basis and may further evolve over time. From 2020 it is appropriate for the IJB to have a more structured approach to Directions that is transparent and proportionate and reflects the delegation of services and operational management arrangements.

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2. Considerations

2.1 Both the procedure that leads to the issuing of a Direction, as well as their form and content, require to be considered.

2.2 There is a balance to be struck as the IJB considers both the procedure and substance of Directions. The preparation and issuing of Directions should not unnecessarily detract from the functioning of the IJB, but should complement the Board’s decision-making and provide assurance to all partners. In terms of substance, they should provide sufficient detail so as all partners are clear as to the scope of service delivery, but not be drafted in such a way as to hinder constituent authorities in effectively delivering operational services.

Procedure

2.3 Directions come at the end of a process of decision making by the IJB. Their content should be easily identifiable from an IJB decision. Directions should not contain surprising information for constituent authorities, but represent a clear notification to them of a decision, which will have been the subject of consultation and discussion in advance. Directions are the way in which the IJB will effect service change and compel constituent authorities to implement that change, in accordance with the Strategic Plan. As such it is expected their role will become increasingly important; substantive decisions will not be given effect until a relevant Direction is issued. The raising of awareness amongst all involved in the administration of the IJB and the development of policy on the Board’s behalf, will be key to changing the local approach to Directions. The scope of a Direction and the detail as to how the relevant constituent authority is actually expected to change service delivery requires to be considered at an early stage in pursuing any service change or improvement. A Direction should then normally be presented along with a substantive report to the IJB, and approved as part of the Board’s decision.

2.4 The procedural framework that will underpin the issuing of Directions is being considered. It is anticipated that a standard operating procedure for Directions outlining the governance arrangements around the preparation and issuing of Directions by the IJB and how it will monitor compliance will be put in place. Compliance is a matter for constituent authorities to assure themselves of internally. In Stirling this will take place via the Adult Social Care Panel.

2.5 There are certain steps which have been taken to develop the local approach to Directions including:

2.5.1 The addition of a section in the IJB’s style report (from 2019) prompting the author to consider whether the matter the Board is being asked to approve or determine necessitates the issuing of a Direction to one or more of the constituent authorities or not; and

2.5.2 The keeping of a formal record on behalf of the IJB of all Directions issued by it to constituent authorities (which has been less of an issue to date, given the annual issuing of Directions).

2.6 To date, Directions have been issued in letter form on the Board’s behalf by the Chief Officer of the IJB to the Chief Executives of the constituent authorities. It is not proposed that practice change at this stage, although changes are proposed to the form Directions take (explored below).

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Form and Content

2.7 There is no style Direction in legislation or guidance, and so there is local discretion as to form, provided the content covers the minimum requirements under the 2014 Act. Directions do however require to be in writing. A Direction serves two core purposes to communicate how the recipient authority is to deliver the service, and the financial resources it is being provided with to do so.

2.8 Under section 27 the 2014 Act:

2.8.1 A Direction must:

2.8.1.1 identify the function(s) to which it relates;

2.8.1.2 specify the payments themselves, or the method of determining the payments that are to be made by the IJB to the constituent authority who is to carry out the function (or, if relevant, address matters around set-aside budget); and

2.8.1.3 specify how any such sum or payment, is to be used.

2.9 The IJB is under an obligation to make payments to constituent authorities in the way prescribed in a Direction (s.27(3) 2014 Act).

2.9.1 A Direction may:

2.9.1.1 regulate the manner in which the function is to be carried out by the recipient constituent authority (for example, specifying a timescale);

2.9.1.2 make such other supplementary, incidental or consequential provision as the IJB considers appropriate; and/or

2.9.1.3 vary or revoke an earlier Direction.

2.10 Therefore, within the legal framework, the IJB has discretion as to how prescriptive it wishes to be in a Direction. It may be that the content of a particular Direction merits further detail being included, for example, a new or redesigned service may require a more detailed Direction. Consideration should be given at an early stage, as to how much information needs to be given to the constituent authority for it to effectively implement the IJB decision.

2.11 A Direction may be given to more than one body in respect of the same function; it may require joint or specified action on their part. It also may require that the constituent authority carry out the function in a particular area (s.26(5) 2014 Act).

2.12 Whilst the issuing of Directions in letter form, which narrates the substance of the Direction, by the IJB has been considered appropriate to date and has complied with the minimum legal requirements, it is not considered appropriate in the longer term, particularly as Directions become more detailed.

2.13 IJB Directions, going forward, will take a form similar to that included at Appendix 3. Standardised wording is proposed at the outset which would be applicable to all Directions, together with space for details such as date and recipient. An annual sequential numbering system allow a Direction to be easily identified for monitoring purposes. There would then be scope for the IJB to include the level of detail appropriate to each Direction in the relevant column. It is suggested that the annual ‘high level’ Direction allocating funding to each constituent authority for service delivery, will continue to be approved by the IJB and issued to each of the constituent authorities as 2020/21 – SC – 1 (or similar). Numbered Directions would thereafter be issued during the year, as appropriate. A style similar to that included at Appendix 3 would also serve as a log of Directions issued by the IJB. A

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separate document will be populated for each of the constituent authorities for each financial year commencing in 2019/20.

2.14 A Direction remains in place until it is varied, revoked or superseded. The 2014 Act does not prescribe that a Direction should last for a particular period of time. The IJB may wish to specify a timescale for particular matters within a Direction. Directions can be superseded by a further Direction issued by the IJB. The local authorities or the health board could also actively request Directions if they considered that a Direction provided them with insufficient detail to properly discharge their functions. A record of Directions, if in a form similar to Appendix 3, should specify whether the Direction is current or not. Specific detail as to how that would be prepared and monitored would be captured within the operating procedure.

3. Implications

Equalities Impact

3.1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as the content of the report is procedural in nature and will have no impact on any individual.

Fairer Scotland Duty

3.2. The contents of this report were considered in terms of the Fairer Scotland Duty and were determined not to be of strategic importance.

Sustainability and Environmental

3.3. The contents of this report were considered in terms of the Council’s sustainability and environmental obligations and were determined not to be of strategic importance.

Other Policy Implications

3.4. None.

Consultations

3.5. In preparing this report, governance leads for both of the constituent local authorities have consulted with the Chief Finance Officer and Chief Officer to the IJB.

4. Background Papers

4.1. None.

5. Appendices

5.1 Appendix 1 - Directions issued by the IJB to constituent authorities (2018/19);

5.2 Appendix 2 - IJB Model - Extract from Audit Scotland Report: ‘What is Integration?’ (April 2018); and

5.3 Appendix 3 - Draft Style Direction.

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Author of Report:

Jennifer Baird Strategy Manager (Interim)

Contact Details:

bairdj@stirling.gov.uk 01786 233763

Approved by:

Annemargaret Black Chief Officer - IJB

Date:

17 January 2020

Details of Convener(s), Vice Convener(s), Portfolio Holder and Depute Portfolio Holder consulted on this report:

Wards affected: All

Key Priorities: A - We will look after all of our citizens, from early years through to adulthood, by providing quality education and social care services, to allow everybody to lead their lives to their full potential

Key Priority Considerations:

Stirling Plan Priority Outcomes: (Local Outcomes Improvement Plan)

Healthy - People are healthy and live active, full and positive lives within supportive communities

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Appendix 19

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11

12

13

14

15

16

17

18

Appendix 2

19

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Appendix 3 Date Directions issued and recipient – [ ]

DIRECTIONS FROM CLACKMANNANSHIRE & STIRLING INTEGRATION JOINT BOARD (the “IJB”)

TO [NHS FORTH VALLEY HEALTH BOARD/ STIRLING, COUNCIL/ CLACKMANNANSHIRE COUNCIL] (the “CONSTITUENT AUTHORITY”)

ISSUED UNDER 26(1) OF THE PUBLIC BODIES (JOINT WORKING) (SCOTLAND) ACT 2014

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Stirling Council Agenda Item No. 7

Adult Social Care Panel Date of Meeting: 27 January 2020

Not Exempt

Transforming Care

Purpose & Summary

To present key milestones to the Adult Social Care Panel in relation to the transformational approach to adult social care governed by the Transforming Care Board.

Recommendations

Adult Social Care Panel is asked to note the key milestones and progress to date detailed within this paper.

Resource Implications

The resources which have been allocated by Stirling Council are set out fully in the paper below.

Legal & Risk Implications and Mitigation

The resources set out below are required to enable implementation of Public Bodies (Joint Working) (Scotland) Act 2014 and statutory functions. Lack of management capacity posed a risk to the implementation of the Public Bodies (Joint Working) (Scotland) Act 2014. This paper provides an update on a series of actions which are intended to mitigate that risk. A review of the outcomes will be carried out in due course.

1. Background

1.1. The collaborative gains that can be made through integrated working and the bringing together of NHS and social care staff (i.e. the health and social care partnership) to work in ways that combine resources and achieve value for investment is crucial if we want to fully integrate, progress sustainability and be confident that collective investment is being targeted for the greatest impact, to help people living across our communities achieve their independence, choice, control and outcomes.

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1.2. The Chief Executives and Chief Officer have agreed a number of priorities that align to the development of a Recovery/Transformation Plan using integrated working to deliver sustainable step-change and financial sustainability. The priorities include:-

1.2.1. Development and implementation of a Transformation Strategy/Plan;

1.2.2. Development and implementation of a Medium Term Financial Plan;

1.2.3. Using the approved Strategic Commissioning Plan to inform the development of locality based priorities;

1.2.4. Robust engagement and participation will be a key feature to progress this work. All three organisations (Clackmannanshire Council, Stirling Council and NHS Forth Valley) have already agreed to provide improvement, commissioning and communication support within support services arrangements.

1.3. On 25 November 2019 a workshop took place, where Chief Executives and Chief Finance Officers from the constituent partners were invited, to establish the priorities for the Transformation Programme and discuss the governance arrangements. The programme themes are as follows:

1.3.1. Models of Care (including Housing);

1.3.2. Early intervention/Prevention;

1.3.3. Prescribing (NHS leading);

1.3.4. Technology Enabled Care; and

1.3.5. Workforce Efficiency.

1.4. On 19 December 2019 a further workshop took place with the Joint Management Team of the Health & Social Care Partnership (HSCP) to define the priorities within each of these themes.

1.5. It is anticipated that the initial meeting of the Transforming Care Programme Board will take place in February 2020.

1.6. The Transformation Plan will be further developed over the next six months and progress will be reported via the Transforming Care Board. As agreed at the 27 March 2019 Integration Joint Board, the Transforming Care Programme Board will routinely report to the Finance & Performance Committee, the minutes of which will be reported to the Integration Joint Board.

1.7. It should be noted that the proposed plan separates transformational activity from operational activity. It is intended that transformational activity will be governed via the Transforming Care Board as noted above and operational activity will be governed via the existing Joint Management Team to ensure appropriate accountability and realisation.

2. Considerations

2.1. At the special Integrated Joint Board (IJB) held on 1st November 2019 a resources papers outlined some proposals which the IJB approved. Below is an update on progress.

2.2. The IJB previously approved £250k from reserves to contribute to the senior management structure through recruitment of two Heads of Service posts; the Head of Planning, Performance and Health Improvement and the Head of

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Community Health and Care. Recruitment has been successful: Carolyn Wyllie (Head of Community Health and Care) started on 6th January 2020 and Wendy Forrest (Head of Planning, Performance and Health Improvement) will start in post late January 2020. Sustainability of the funding for these posts will be achieved through delivery of a medium-term financial plan.

2.3. Other priorities were identified and update on each of these is detailed in the table below.

Table 1 – Priority Areas

Priority

Action Outcome Progress

Implement agreed senior management structure.

Structure agreed, recruitment progressing – with reference to Ministerial Steering Group (MSG) ‘agreed governance and accountability arrangements’ also links to IJB and Partnership development.

Recruitment complete – Heads of Service appointed and will take up post in Jan 2020. Locality Managers in post from November 2019 (Stirling Urban vacancy). Clackmannanshire post will become vacant in January 2020 but recruitment is underway. Service Manager Mental Health and Learning Disability community services in post.

Recruitment led by NHS FV on behalf of 3 organisations – complete. Stirling Urban Locality Manager post has been recruited to and it is expected that the individual will commence in post in the new financial year.

Strategic Plan (IJB approved 27 March 2019).

Develop locality plans aligned to GP Clusters taking into account the Joint Inspection (Adult) – Effectiveness of Strategic Planning (November 2018) and MSG ‘effective strategic planning for improvement’.

Locality Plans developed and work with commissioners to ensure commissioning plans align with service redesign and savings plans/recovery plan and opportunities are maximised through alignment to Community Planning with CPP’s.

Scope/approach has been agreed and project manager allocated to take forward over 6 months to June 2020.

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Fund engagement and communication support to progress MSG ‘meaningful and sustained engagement’ proposal.

Recovery Plan/Medium Term Financial Plan

Develop a Medium Term Financial Plan to estimate the financial sustainability challenges and assist in delivery of financial balance and sustainable step- change through service change and enhanced integrated working. Take account of MSG ‘integrated finances and financial planning’ and ‘strategic planning for improvement’ proposals.

Establish Financial Working Group (Chief Finance Officers, Director of Finance led by Chief Officer) Inform financial review led by Paul Leak: Agree service

reviews; Care at Home

Best Value; Discharge to

maximise independence;

Primary Care Improvement Plan implementation;

Prescribing; Housing /

Assisted Living; Front Door

(demand management);

Technology Enabled Care; and

Early Intervention/prevention.

Group established – November 2019. Draft plan in development for February 2020 IJB. Initial draft findings received and to be considered in development of financial planning and developing integrated financial management arrangements. Chief Officer has identified lead officers with support from Chief Executives. Transformation and Programme Management Office approach approved in August 2019. Reviews to inform Recovery Plan deadline.

Refresh Communication and Engagement Strategy.

Commission communications/engagement support taking into account MSG ‘information sharing and meaningful and sustained engagement’.

Fund participation, engagement and communication planning support and co-ordinate the efforts of existing support services.

Scope/approach has been agreed and project manager allocated to take forward over 6 months to June 2020.

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Commissioning arrangements.

Review and agree commissioning arrangements.

Single Commissioning Team.

Lead to be identified by 31st December 2019. Discussion ongoing with further meeting on 21st January 2020.

IJB and Partnership development.

Enhance collaborative leadership opportunities and building of relationships at IJB and Partnership levels. To prepare for forthcoming Best Value Audit requirements.

OD funded vacancy being recruited to. OD support in the interim being provided from NHS Forth Valley, Clackmannanshire Council and Stirling Council. Scottish Government support and facilitation. To ensure self-evaluation of IJB and benchmarking is carried out to inform progress reporting.

Recruitment being led on behalf of 3 organisations by Stirling Council - January 2020. Initial systems leadership event facilitated. Training and awareness-raising to be carried out with IJB members.

2.4. Stirling Council is also providing additional support as detailed below:

2.4.1. Two posts funded by Stirling Council have been recruited to and are in place, these are Adult Social Care Practitioner Lead and Adult Social Care Portfolio Lead.

2.4.2. The Chief Finance Officer is working with NHS Forth Valley’s Director of Finance and both Stirling and Clackmannanshire Councils’ Chief Finance Officers to develop a virtual finance structure which will support the operational requirements of the HSCP.

2.4.3. Stirling Council has agreed a contribution towards the review of the adult social work service and best value review of care at home.

2.4.4. A Strategy Manager had also been provided for a period of 6 months from October 2019 to provide interim strategic support to the Chief Officer HSCP.

2.4.5. Existing corporate support will continue, for example:-

2.4.5.1. HR and commissioning support to the HSCP.

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2.5. Training in relation to the transformation agenda will be required to ensure that all staff are fully equipped to appropriately set the conditions for transformation and achieve the critical business change required to meet the aspirations of the Transformation Plan and the Medium term Financial Plan. This will require to be resourced and any such request will be routed via the Transforming Care Board in the first instance.

3. Implications

Equalities Impact

3.1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as the content of the report is procedural in nature and will have no impact on any individual.

Fairer Scotland Duty

3.2. The contents of this report were considered in terms of the Fairer Scotland Duty and were determined not to be of strategic importance.

Sustainability and Environmental

3.3. The contents of this report were considered in terms of the Council’s sustainability and environmental obligations and were determined not to be of strategic importance.

Other Policy Implications

3.4. None.

Consultations

3.5. In preparing this report, governance leads for both of the constituent local authorities have consulted with the Chief Finance Officer and Chief Officer to the IJB.

4. Background Papers

4.1. None.

5. Appendices

5.1. None.

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Author of Report:

Jennifer Baird Strategy Manager (Interim)

Contact Details:

bairdj@stirling.gov.uk 01786 233763

Approved by:

Annemargaret Black Chief Officer - IJB

Date:

20 January 2020

Details of Convener(s), Vice Convener(s), Portfolio Holder and Depute Portfolio Holder consulted on this report:

Wards affected: All

Key Priorities: A - We will look after all of our citizens, from early years through to adulthood, by providing quality education and social care services, to allow everybody to lead their lives to their full potential

Key Priority Considerations:

Stirling Plan Priority Outcomes: (Local Outcomes Improvement Plan)

Healthy - People are healthy and live active, full and positive lives within supportive communities

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ADULT SOCIAL CARE PANEL

WORKPLAN

Title Author/Approver Comments

21 May 2020

Current Directions Annemargaret Black

Outcome of Best Value Review Annemargaret Black

Paper to be written by Scott Ross

Outcome of Adult Social Work Review Annemargaret Black

Paper to be written by ?

Single Handed Care Annemargaret Black

Presentation from Sophie Coles?

14 September 2020

Current Directions Annemargaret Black

Outcome of Bellfield Evaluation Annemargaret Black

Models of Neighbourhood Care Annemargaret Black

THIS ITEM RELATESTO ITEM 8ON THE WORKPLAN

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