MINUTE NOT YET ENDORSED AS A CORRECT RECORD

GGCHCP(West)(M)03/07 Paper No. 07/31 Minutes 3

DRAFT

West Glasgow Community Health Care Partnership Committee

Minutes of the Meeting held at 1.30 p.m. on Tuesday, 19 June 2007 in the

Councillors’ Corridor, City Chambers, George Square, Glasgow

PRESENT

Bailie Hanzala Malik (Chair) Jessica Murray (Vice Chair)

Lorna Barr, Professional Executive Group Frances Farrell, Public Partnership Forum Terry Findlay, CHCP Director Mary Hanley, Professional Executive Group Cathy Holden, Professional Executive Group Councillor Kenny McLean Baillie Dr Christopher Mason

IN ATTENDANCE

Jim Crichton, Head of Mental Health; West CHCP Matt Forde, Head of Children’s Services, West CHCP Chris Melling, Head of Learning Disability, West CHCP Jeanne Middleton, Head of Finance, West CHCP Justine Murray, Head of Human Resources, West CHCP Valerie Smith, Business Support Manager, West CHCP Evelyn MacIver, Public Partnership Forum Karen Whyte, West CHCP (Minutes) ACTION BY

1. APOLOGIES

Apologies were received from Councillor Paul Carey; Councillor Aileen Colleran; Marie Garrity, Staff Partnership Forum; Paul Higgins, Professional Executive Group; Thelma Sneddon, Public Partnership Forum; Pam Fenton, Head of Health and Community Care, West Glasgow CHCP; Willie Kelly, Head of Addiction Services, West Glasgow CHCP; Dr John Nugent, Clinical Director, West Glasgow CHCP; Ray de Souza, Head of Planning and Health Improvement, West Glasgow CHCP and Amanda Taylor, Acting Head of Learning Disability, West Glasgow CHCP.

ACTION BY

2. MINUTE OF LAST MEETING ON TUESDAY, 17 APRIL 2007

The minutes of the last meeting held on Tuesday, 17 April 2007 [Paper No. 07/20] were agreed as accurate.

3. REPORTS FROM SUB-COMMITTEES

a) Professional Executive Group (PEG) – Update

A report was submitted by the Clinical Director [Paper No. 07/21]. As Dr Nugent had given his apologies for today’s meeting, Terry Findlay gave a brief update to the Committee. Discussion then took place around delayed discharges for patients. Dr Nugent was attending a Shared Learning Event for Practices in the West Glasgow CHCP today and T Findlay agreed that the main areas from this Event would be reported at the next Committee meeting. Paper was agreed by the Committee.

JN

NOTED

b) Public Partnership Forum (PPF)

The Head of Planning and Health Improvement had submitted a report [Paper No. 07/22]. In Ray de Souza’s absence, Terry Findlay spoke to the report. New Members for the Forum had been reached after a long discussion. A PPF executive has now been established with a 24 member Executive. Two members were nominated to the CHCP Committee - Frances Farrell and Thelma Sneddon.

Frances Farrell highlighted that there is still work to be done on the Working Agreement and noted an error on page 4, paragraph one of the document. (45%) should be inserted at the end of this paragraph. T Findlay asked F Farrell to discuss this further with R de Souza on his return from annual leave and asked that the document be brought back to the next meeting for clarity. Paper was agreed by the Committee.

FF/RdS

NOTED

2

ACTION BY

c) Staff Partnership Forum (SPF)

The Head of Human Resources and the Joint Chair of the Staff Partnership Forum had submitted a report [Paper No. 07/23]. Justine Murray gave brief background on the Staff Partnership Forum for the new Members of the Committee and is happy to provide more information to Members if they request it. The Forum currently meets bi-monthly and work is currently being taken forward regarding HR Priorities – Improving Attendance and an update will be provided at a future Committee meeting. Paper was agreed by the Committee.

JM/MG

NOTED

d) Employability

The Director gave a verbal report on behalf of the Head of Planning and Health Improvement on progress and advised that an agreement had been reached on a joint work plan for the West Glasgow CHCP area. Bailie Matheson chaired the recent Strategic Group that ratified the plan. Bailie Mason indicated that he would find it helpful to receive this report by e-mail before the next Committee meeting. Cllr Mason and Jim Crichton then discussed Dr Alistair Wilson from a project called Boomerang and Cllr Mason asked if he could be invited along to a Committee meeting to discuss what he does and the projects he is involved in. It was agreed that Dr Wilson be invited along to give a presentation at one of the special events for Committee Members and not an actual Committee meeting. Paper was agreed by the Committee.

RdS JC

NOTED

4. HUMAN RESOURCES/LEARNING AND ORGANISATIONAL DEVELOPMENT

The Head of Human Resources; Business Support Manager and the Senior OD Adviser had submitted a report [Paper No. 07/24]. The Business Support Manager gave an update on Establishment; Turnover; Attendance figures and progress on the Workforce Pay and Benefits Review. Cllr Mason asked why there is such a high absence rate in Social Work and Health. It was also asked what is currently being done to reduce it and what proportion is depression and stress? Valerie Smith provided the Committee with additional information and systems which are currently in place to reduce these figures.

Additional temporary resource has been obtained to support managers and HR in reducing sickness absence. This person will look into this issue more thoroughly via an in-depth study and subsequent recommendations.

T Findlay noted that a report on progress could be prepared for the next meeting. Cllr Malik highlighted that it may be worthwhile to find out what other Authorities are doing in terms of good practice and asked that a progress report should be meaningful.

JM/VS/YC

3

ACTION BY

The Head of Human Resources gave an update on Agenda for Change; reported on the Learning and Education Progress Report and the Organisational Development Progress Report and provided an update on the Learning, Education and Development Group. Paper was agreed by the Committee.

NOTED

5. FINANCIAL REPORT

A report was submitted by the Head of Finance [Paper No. 07/25]. Jeanne Middleton highlighted the revenue position overview for 2006/7 and also summarised both Health and Social Work significant variances summaries. Cllr Mason raised the issue around underspend in the respite budget and highlighted his concerns to the Committee. Chris Melling gave Cllr Mason a comprehensive update on why this had happened. It was noted that respite is being looked at for all the CHCPs and this needs to be phased in over a period of time and work still needs to be completed on this issue and that the West CHCP should receive an increase in the future.

Evelyn MacIver confirmed that there are issues around patients being transported from the West to Riddrie Respite Centre. Cllr Mason highlighted that not enough is being invested into families and hopes that the new Committee makes this a priority to be taken forward. Cllr Malik asked C Melling to take these views on board.

CM

Cllr Mason asked about the new build for respite in the West. C Melling advised that it had been agreed in principle by DRS but as yet, no site had been allocated. The Committee were advised that the West CHCP will not be undertaking this as a capital project, developers would construct and lease to the agency operating the respite service. The CHCP would purchase respite services from this agency.. T Findlay commented that once a site has been identified, work should start next year. E McIver confirmed to T Findlay that Cllr McDougall was currently taking forward a meeting to discuss respite issues and would ensure that T Findlay was invited along to the next meeting.

J Middleton then advised that there are currently no significant issued on the on-going work on the Capital Programme Position. Also, the brochure for the Capital and Accommodation Plan 2006-10 is near completion and a draft was attached to the report for information. Paper was agreed by the Committee.

NOTED

4

ACTION BY

6. PERFORMANCE MANAGEMENT REPORT 2006/7: QUARTER 4 AND FULL YEAR

IMPACT

The Head of Planning and Health Improvement submitted a report [Paper No. 07/26]. The Director announced that the paper shows that after a year there has been significant overall improvements as highlighted in Appendix 1 but there is still considerable room for improvement. Cllr Malik noted that he was happy with the marked improvement set out in the paper. Jessica Murray asked if pressure could be kept on the targets which are just off target i.e. looked after children. Cllr Mason noted that the majority of red is for Children’s Services and commented that he would like to see this reported further at the next Committee meeting. Cllr Malik advised that people would need to be given the opportunity to focus in on these figures and then take this forward at a future meeting. Cllr Mason was therefore happy to give Matt Forde, Head of Children’s Services the opportunity to give an update on what progress had been made at the next meeting. Paper was agreed by the Committee.

MF

NOTED

7. DRAFT CHCP PLAN 2007-2010: UPDATE

A report was submitted by the Head of Planning and Health Improvement [Paper No. 07/27]. The Head of Children’s Services gave an update on the report and announced that the draft plan will be available for circulation from 12 July 2007. Paper was agreed by the Committee.

NOTED

8. PARTICK “HUB” INITIATIVE – CHURCH STREET REGENERATION PROJECT

A report was submitted by the Head of Health and Community Care [Paper No. 07/28]. Unfortunately Pam Fenton was also attending the CHCP Shared Learning Event and Terry Findlay gave a brief update to the Committee in her absence as he is involved in this initiative.

The proposal had been submitted to the Director of Social Work for consideration but no action will be taken until the Council’s Executive Committee has given approval to proceed. The first stage is to conduct a feasibility study that would include looking at potential uses for the site, including existing CHCP services in the area.

Cllr McLean asked about the timescale and was advised by T Findlay that it was a three year programme starting in 2008/9 if approved to proceed.

It was also noted that Western Infirmary buildings at Church Street would be of interest dependent on the university use. T Findlay advised that a location for local services will need to be found when Yorkhill Hospital moved to the Southern General site. Cllr McLean highlighted that concerns had been raised by residents that this site is not left derelict.

5

ACTION BY

Cllr Mason raised the issue around the swimming baths within this area and if these

were to be left intact? T Findlay advised that they were derelict and the site did not lend itself to the scale of a modern pool/leisure development. The Kelvin Hall Sports Centre is the closest local sport facility that may lend itself to further development. Cllr McLean acknowledged that this may be a worthwhile option if reopening of the baths was not feasible. Paper was agreed by the Committee.

NOTED

9. COMMITTEE DEVELOPMENT & ORIENTATION

The Director apologised that this report had not been completed and would be carried forward to the next Committee meeting for discussion.

NOTED

10. DRAFT CHCP EQUALITIES ACTION PLAN 2007-10

The Head of Planning and Health Improvement submitted a report [Paper No. 07/30]. The Head of Mental Health provided the Committee with a brief update on this paper. J Crichton advised that R de Souza has established an Equalities Group to take issues forward and that there is a draft action plan at the back of the report. Cllr Malik recommended that Members of the Committee who have not had training on equality issues be given training. Paper was agreed by the Committee.

RdS

DECIDED Committee Members to be given training, if required.

RdS

11. FUTURE COMMITTEE MEETING DATES

Discussion took place around future dates of the Committee. Proposed dates had been set before the elections and it was agreed to hold the next date of Tuesday, 14 August 2007 at 1.30 p.m. This date to be e-mailed out to Committee Members to see who can attend the next meeting or not. A decision would need to be taken as to see how dates are scheduled in the future.

KW

Meeting concluded at 3.00 p.m.

6

WEST GLASGOW CHCP COMMITTEE Paper No. 07/32

Head of Planning and Health Improvement

PUBLIC PARTNERSHIP FORUM: PROGRESS REPORT

Purpose of Report: This report outlines key issues and developments in relation to the local Public Partnership Forum (PPF).

Recommendations: The Committee is asked to:

1. Note the developments in relation to the PPF over the last six weeks

2. Note that discussions are ongoing between the CHCP and the West Area Voluntary Sector Network regarding the development of links and collaborative

3. Note the service issues raised at the PPF at its last meeting and the responsive action taken by the CHCP.

1. BACKGROUND 1.1 A Public Partnership Forum (PPF) and a PPF Executive Group have been

established in line with the guidance agreed by NHS Greater Glasgow and Clyde and Glasgow City Council.

1.2 The report to the Committee on 19 June (Paper No. 07/22) highlighted the membership and organisational composition of the PPF as well as some of the achievements up to that point in time.

2. THE PPF EXECUTIVE GROUP: KEY ISSUES AND DEVELOPMENTS 2.1 The second meeting of the PPF Executive Group took place on 12th July

2007. As an introduction and orientation to the West Glasgow Community Health and Care Partnership, the Group received a presentation on the CHCP’s organisational, governance and staffing structures.

2.2 The Group reviewed and agreed to revise previously agreed arrangements in relation to its mode of operation : one member has been appointed to Chair the meetings instead of a shared and rotating chair at each meeting; Meetings will be held at Drumchapel Community Centre instead of rotating around venues across the CHCP geographical area- this decision was arrived at following an unsuccessful search for suitable venues in the centre of the geographical area at reasonable cost, which could provide appropriate audio and car parking facilities. The impact of this decision will be monitored and reviewed.

2.3 Following the withdrawal of one member, the Executive Group’s composition now comprises twenty five members including 10 representatives from local projects/ voluntary organisations; 13 members of community groups and 2 individuals. A replacement will not be sought at this stage as the additional members were accepted onto the Executive Group in anticipation of a few withdrawals.

2.4 There are increasing demands on the PPF Executive Group with a number of

requests having been made for members to join various CHCP and city-wide service redesign and joint planning groups, respond to a variety of consultation documents and generally participate in service user/ service provider partnership arenas. The local Community Planning Partnerships have invited the PPF to nominate a member to each of the two CPP Boards in West Glasgow. While these positive developments are welcomed, the workload of the group will be monitored by CHCP staff to avoid the Group and its members becoming overburdened and to ensure that the staff supporting the Group have the capacity enable members to undertake the necessary preparatory work for meetings.

2.5 A calendar of meetings (Appendix 1) including support pre meetings and

debriefing sessions has been agreed. 2.6 An initial meeting was held with a representative of the West and Central

Area Voluntary Sector Network Steering Group to explore the development of links and collaborative arrangements between the CHCP and the Network which extend beyond the PPF. A further meeting is scheduled to take place on 8 August.

2.7 A training needs assessment is being organised so that a Development

Programme can be organised for members. 2.8 The Draft Working Agreement (page 4) has been amended in line with the

suggestion at the last Committee meeting. 3. ISSUES RAISED AT THE PPF 3.1 Three key service issues were been raised and discussed by the Group at the

last meeting:

Focal Point Day Centre 3.1.1 Service users of the Focal Point Day Centre for older people in

Drumchapel are delighted at having a new centre built after many years in unregisterable premises. However they are very upset that a previous commitment given to them by Social Work Services (SWS) is not being delivered because of lack of funding. This means the service will only be available to 25 of the current 40 users. This is a situation that is causing considerable distress for service users and the Group have asked the PPF to help them address the issue further.

3.1.2 The CHCP has recently addressed this issue and outlined the

position to the local elected member: The new building has been designed to accommodate 25 people per session. The service is planned to be a seven-day service with two evening sessions for 15 per session; this means that it could cater for a small increase of five when fully operational. The service will initially move to the new build as a five-day service until the funding for the extra staffing required is agreed. The CHCP is continuing to pursue the required level of additional funding with Social Work Services to ensure this service is provided as originally planned.

Wah Lok Day Centre

3.1.3 A report was presented from the users of this service describing the

cramped conditions and restricted service in this centre. It indicated there had been an intention by SWS to re-house this project but this has not happened. Wah Lok Service users have requested the Groups assistance to seek clarification.

3.1.4 The CHCP is supportive of the need to relocate this centre. We

have pursued this matter with Social Work Services and is awaiting further information.

Incontinence Supplies Delivery 3.1.5 Concerns have been expressed about the lack of delivery service

for incontinence supplies in some parts of the CHCP. A report will be presented to the next PPF Executive regarding this issue, for subsequent discussion with the CHCP. In the meantime, the CHCP has agreed to review the situation and explore the feasibility of various options.

3.2 The CHCP Director and Head of Planning and Health Improvement will

respond to the PPF Executive Group on these issues as soon as possible.

Ray de Souza Head of Planning and Health Improvement 4 August 2007 0141 211 0370

West Glasgow CHCP Committee Paper No. 07/33 Head of Human Resources and Joint Chair (Staff Side) – Staff Partnership Forum

STAFF PARTNERSHIP FORUM Purpose of Report: The purpose of this report is to provide the CHCP Committee with a progress report on the work of the Staff Partnership Forum. Recommendations: The Committee is asked to: 1. Note the contents of this report. 2. Receive progress reports at future meetings. 1. INTRODUCTION 1.1 At last Committee we reported on examples of issues that have been on the

agenda for SPF meetings. The Health Visiting Review and Agenda for Change continue to be on the agenda as standing items. Below are some examples of issues discussed at the last meeting.

2. ISSUES ON AGENDA FOR STAFF PARTNERSHIP FORUM 2.1 Management of Medication Pilot

The Forum received an update on the implementation of this work, including the Framework that is being developed to give clear guidance on homecare staff responsibilities.

2.2 Service Developments / Reorganisations

Underway:

• Health Improvement Team

A set of revised job descriptions has been developed via a citywide process and is now out to consultation with staff. A meeting is taking place with staff w/c 13 August.

Forthcoming:

• Specialist Children’s Services

The West Teams currently provide a service to part of West Dunbartonshire. The creation of a single Specialist Children’s Service for West Dunbartonshire CHP, bringing together former Argyll & Clyde and Greater Glasgow NHS staff, will require some staff to join the West Dunbartonshire Service. Meetings are due to take place with staff to discuss this further.

• Primary Care Support

The Services provided previously for Argyll & Clyde and Greater Glasgow are merging to form a single service for NHSGGC. This will require a new set of posts and job descriptions to be developed and a process for staff to migrate to the single service to be agreed.

2.3 Improving Attendance

The discussion at last Committee was feedback, and the Forum was updated on the focus groups with managers. It was explained that once this work is complete the stakeholder group, including SPF input, will be established to identify recommendations.

3. RECOMMENDATIONS

The Committee is asked to: (i) Note the contents of this report (ii) Receive progress reports at future meetings.

Justine Murray Marie Garrity Head of Human Resources Joint Chair 6 August 2007 Staff Partnership Forum 0141 211 3809 6 August 2007 0141 337 6557

WEST GLASGOW CHCP COMMITTEE Paper No. 07/34

Head of Planning and Health Improvement

EMPLOYABILITY SERVICES IN WEST GLASGOW: PROGRESS REPORT

Purpose of Report: This report summarises progress on the delivery of various aspects of the employability agenda in West Glasgow.

Recommendations: The Committee is asked to:

1. Note the progress being made at the strategic and operational level to address employability issues in West Glasgow

2. Note the developments and progress of the two pilot employability projects developed with our joint planning partners- Glasgow west Regeneration Agency and the two Local Community Planning Partnerships.

1. BACKGROUND 1.1 The Committee has previously endorsed employability as one of the key priorities

for the CHCP. To that extent work has been progressed with our key partners in this field, notably Glasgow West Regeneration Agency (formerly Opportunities) and the two local Community Planning Partnerships.

1.2 An Employability Framework, comprising three levels (Strategic, Operational and Practitioner) has been developed and implemented by the Strategic Employability Group (SEG) and at the last meeting the CHCP Committee received a verbal report on progress towards developing an Action Plan.

2. EMPLOYABILITY ACTION PLAN FOR WEST GLASGOW 2.1 The draft action plan is attached to this report (Appendix 1), for information. It

highlights the specific actions, timescales for delivery and lead roles for the various partner agencies. The draft action plan will be considered for approval at the next meeting of the SEG mid-September.

2.2 The SEG is currently considering how clients and service users might be included in the West Employability Framework.

3. WEST REFERRAL TEAM 3.1 The West Referral Team is a relatively new employability project funded jointly by

West Glasgow CHCP and Glasgow West Regeneration Agency initially up to the end of March 2008. The Project links into the Strategic and Operational Groups within the employability framework via members of its interagency Advisory Group.

3.2 The purpose of the project is twofold:

• To increase the number of clients being supported by health and Social work practitioners to move along the employability pathway into positive destinations and

• To provide capacity building support for frontline staff in order that they

can begin to discuss employability with service users and can refer confidently to a range of local agencies

3.3 The projected outputs and impacts for the team are outlined in Appendix 2. The

two Employability Development Advisors are making good progress and are currently working to engage with social work and health care staff, with a particular focus on GP’s and health Centres. The encouraging outcomes for the First Quarter of 2007/08 against annual targets are as follows:

Activity Total Total No. of Referrals 56

Referrals translated into caseload 31

Total No. of individuals assisted 49

No. of people into pre vocational training 7

No. of people into vocational training 4

No. of people into jobs / voluntary work 4

3.4 The Employability Development Advisors (EDA) are continuing to develop links with the key priority groups identified at the last meeting; are taking referrals and building up caseloads. An increasing number of referrals are being received from social work criminal justice services. The EDA’s operate from outreach locations at Southbrae Resource Centre and Church Street social work centre.

3.5 An evaluation of the project is currently being designed.

4. CHINESE EMPLOYABILITY PROJECT 4.1 The Chinese Employability Project is funded by the CHCP and managed by

Glasgow West Regeneration Agency [Opportunities] (GWRA) as a short-life pilot project. It is designed to link in with Chinese organisations on an outreach basis to provide additional support for people from the Chinese communities to access educational, training and employment opportunities through mainstream employability providers.

4.2 The project is overseen by an Advisory Group comprising representatives from

the CHCP and GWRA. A part-time project officer has been in post for since mid-May and has begun receiving referrals and meeting clients. He is based part time within the Chinese Healthy Living Centre.

4.3 The Chinese Employability Project will be formally launched on 23rd August.

Ray de Souza Head of Planning and Health Improvement 7 August 2007 0141 211 0370

Appendix 1

GLASGOW WEST EMPLOYABILITY ACTION PLAN, DRAFT @ 29th JUNE Phase 1: To September 2007 Specific Actions Lead Agency Timescale 1.1 Establish how annual target of 700 breaks down by 5 city strategy groups:

• Estimate job gains due to economic growth • Break down IB group by health issue from DWP data • If possible get health issue information at time of going on and off benefit • Amalgamate with Economic Statement summaries • Generate clear and concise statement of issues and targets

GWRA to commission AMcG On behalf of SEG

Mid August ‘07

1.2 Make realistic assessment about the length of time and amount of resource required to support hardest to help clients and achieve targets. The scale of the challenge should not be underestimated.

Proforma to be developed (AM) Partners to complete proforma by 21/8 OEG to make recommendations to SEG

September ‘07 (linked to 2.2, 4.5 and 4.7)

1.3 Make employability more than just an add on for services in Health and social work • Build into job remits, targets etc • Reward joint working between organisations • Examine potential for co-location of service delivery • Engage in joint training • Get all key organisations to sign up to the above

Employability needs to be seen as central and not as an add on to frontline workers

Terry Findlay, CHCP (To link with Employment PIG and Equal Access)

September ‘07

1.4 Make employability more than just an add on for services in Housing • Build into job remits, targets etc • Reward joint working between organisations • Examine potential for co-location of service delivery • Engage in joint training • Get all key organisations to sign up to the above

Employability needs to be seen as central and not as an add-on to frontline workers

Fiona Dickson to get a response from Housing (To link with Employment PIG and Equal Access)

September ‘07

1.5 Introduce strategic co-ordination of NEET delivery across West – one strategic group (Youth GWRA/Careers/CPP Structure in

Specific Actions Lead Agency Timescale Employability Group) to control all resources (Careers to revisit

NEET population)

place by 21/8/07 or 12/9/07

1.6 Create an integrated management information systems across the board, to ensure all relevant organisations can claim for their contribution – but also to avoid kidding ourselves on about numbers helped into jobs by eradicating double/triple/etc counting of outcomes. (a) LRA pilot (b) Other CRF providers (c) All providers

(a) CPP (b) CPP (c) RP to refer to City Strategy

(a) June ‘07 (b) Sept ‘07 (c) Sept ‘07 (Linked to 2.5 and 2.6)

1.7 Practitioners Forum needs to get up and running. (a) Must be clear on roles and responsibilities (b) Needs to provide feedback on Action Plan

(a) completed (b) Practitioners Forum

(b) September ‘07

1.8 Ensure service delivery reaches residents who need help in all areas of West, not just SIMD areas, through partnership approaches. Need profile of residents in non SIMD areas who are not getting a service.

OEG to inform SEG through JC+ and West Referral Team

21/8 (AB to do a template)

1.9 Tackle lack of specific careers information available for young people. OEG to investigate (CMcD to describe what’s available)

11/9

1.10 Provide capacity building activities for frontline staff in Employability Practitioners Forum OEG

September ‘07 ?

1.11 Recognise value of the social economy and volunteering as real options for clients, helping more individuals towards the labour market (e.g. Project Scotland)

DC to prepare a paper for RP then OEG to turn this into an action

21/8

1.12 Develop proposal to convert IB into wage for those not conventionally employable that could be run as pilot in Glasgow West

DC to prepare a paper for RP then OEG

21/8

Phase 2: October to December 2007 Specific Actions Lead Agency Timescale 2.1 Education must be invited to the table – including both Education Directorate senior staff of local schools and rep from local Children’s Forum.

John Kane then Area Manager once appointed

October ‘07

2.2 Assess delivery infrastructure. Be honest about whether or not specific delivery approaches are effective, which means asking the right questions about: what is needed how resources are targeted how client needs are assessed

make reference to increasing in-work support e.g. mentoring to encourage sustainability of jobs.

OEG December ‘07 (as follow on from Action 1.2 and linked to 4.5 and 4.7)

2.3 Promote the benefits of work through: Frontline staff events showcasing clients Sharing of success stories including case studies Newsletter and /or insert in Glasgow News

Include ensuring frontline workers can see a clear pathway for the individual towards the labour market. Although some of the tools are there (e.g. services database) the mindset is not.

Practitioners Group (To link with Employment PIG and Equal Access)

Programme by December ‘07

2.4 Develop greater focus on money and debt advice to generate more sustainable access to employment, with less weight on short term benefit maximisation.

Operational Group supported by DRS

December ‘07

2.5 Introduce data protection sign-off form for clients as standard process to facilitate data sharing and evaluation

OEG December ‘07 (Linked to 1.6 and 2.6)

2.6 Maximise information sharing about clients across providers. OEG December ‘07 (Linked to 1.6 and 2.5)

Phase 3: After December 2007 Specific Actions Lead Agency Timescale 3.1 Identify gaps, weakness or overlaps in service provision and (re)align resources appropriately. OEG to make

recommendations to SEG by January 2008

Enabling re-alignment of resources from April 2008

Phase 4: Undated or Ongoing Specific Actions Lead Agency Timescale 4.1 Secure buy-in from strategic group for targets – they have the resources. SEG Monitor over next

3 years 4.2 Create more effective employer engagement. Quick wins e.g. joint initiative with top 10 employers involving high profile launch event Engage more effectively with employers perhaps through CIPD or working with ‘top 10’ – both

private and public. Could build on successful models such as Working for Health Need to get a balance between building on existing employer relationships and an over-reliance

on them. Need to ensure that employers are not approached by too many organisations – minimum

contact/maximum impact

OEG Await lead from City Strategy

4.3 Secure public sector buy-in to lead by example in assisting jobless people SEG (GM/JK) ? 4.4 Strategies in the West for Learning (led by Culture & Sport Glasgow) and Employability are firmly linked together. Also need to make sure that the 2 Action Plans for these strategies have strong linkages.

Await progress from Learning

?

4.5 There is a need to do some assessment of services for all groups and to use a more joined up approach, like STAR, where a number of organisations work together as a continuum for clients on the pathway to work.

OEG/Practitioners Group

Linked to Actions 1.2, 2.2 and 4.7

4.6 Develop joint assessment and referral system, like the Ayrshire Model, that could capture diverse client barriers and flag up appropriate services. Identify what should be done locally and what is being addressed as part of the Cities Strategy Seek to reward and/or incentivise organisations for progressing clients Needs to be clarity around the process of referral with an emphasis on quality and

appropriateness. Provide information to frontline staff on type and effectiveness of provision

OEG to make recommendations to SEG

?

4.7 Identify the proactive approaches to going out to clients, e.g. key workers and look at their effectiveness.

OEG Linked to 1.2, 2.2 and 4.5

4.8 Introduce measures for those working in the informal economy to formalise their operations through providing access to self employment advice and support.

OEG ?

4.9 Begin working with the key influencers of the jobless including parents, carers etc rather than the individual in isolation.

Practitioners Forum to turn this

?

Specific Actions Lead Agency Timescale into an action

Appendix 2 West Referral Team Plan 2007/2008 Projected outputs and Impacts Activity Annual Target Engagement Increased levels of community engagement; outreach events / partner presentations / community events / targeted street work / job fairs

15

New Enquiries 140 No. of referrals from partner agencies

110

No. of referrals who go onto an active caseload and receive guidance and support

115

Progression Activities

Total Number of individuals assisted

115

Individuals receiving guidance and support

115

Number of people referred to financial training / advice in good financial practice

15

No. of people into pre vocational training

30

No. of people into vocational training

20

Statistical Outcomes

No. of people into jobs (includes part time jobs)

19

No. of people into further training 18 No of people into FE 18 No. of people gaining accredited qualifications

12

No. of people into volunteering 15 Employability Loan Fund accessed

6

No of people experiencing a health related improvement

20 (measurement tool – to be confirmed)

West Glasgow CHCP Committee Paper No. 07/35 Head of Human Resources Business Support Manager Senior OD Adviser HUMAN RESOURCES, LEARNING & ORGANISATIONAL DEVELOPMENT Purpose of Report: The purpose of this report is to provide the CHCP Committee with a progress report in relation to the standing items for human resources, learning and organisational development. Recommendations: The Committee is asked to: 1. Note the contents of this report. 2. Continue to receive regular updates as a standing agenda item. 1. Introduction 1.1 The structure of this report is as follows; Section 2 provides an update on HR performance,

Section 3, an update on Learning & Education, Section 4, an update on Organisational Development, and Section 5, an update on establishment of a Learning, Education and Development Group.

2. Human Resource Progress Report 2.1 HR Performance

2.1.2 Establishment

For period four (16 June – 13 July 2007) the numbers of social work staff in post was 360.79 against an establishment of 400. In June the numbers of health staff in post (CHCP and hosted services) was 787.73 (Whole Time Equivalent). As the current health information does not give vacancy information, we are unable to report on staff in post against the full establishment; this data is being gathered as part of the manual exercise above and being rechecked for accuracy.

2.1.3 Turnover

The turnover rate for social work staff for period four was 0.50%. The Committee should note that a vacancy management system operates within the Council. This came into force again in July 2007 which means vacant posts will only be advertised and filled in exceptional circumstances only. Current workforce information for health staff for June 2007 gives a 2.41% turnover rate.

2.1.4 Attendance

There is a separate report on “Absence Management” which should be referred to which gives details of the current work being undertaken to reduce absence. The absence recording system has now amalgamated West and North West Social Work data, although the accuracy is currently being reviewed. The current data gives an absence rate of 9.17% for period four (16 June – 13 July 2007). The analysis of reason for absence for period three (20 May – 16 June 2007) has been identified below:

SECTION a - LONG TERM REASONS FOR ABSENCE WHERE STAFF HAVE BEEN ABSENT OVER 20 DAYS APT&C Manual

Sickness Cause Days %

Absence Days %

AbsenceMusculoskeletal 40 11.36% 0 0.00%Psychological 117 33.24% 20 100.00%Cardiovascular 20 5.68% 0 0.00%Respiratory Tract 10 2.84% 0 0.00%Gynae/Genito-Urinary 0 0.00% 0 0.00%Nervous System 30 8.52% 0 0.00%Gastro-Intestinal 40 11.36% 0 0.00%Neoplasm 0 0.00% 0 0.00%Post-Op 20 5.68% 0 0.00%Skin 20 5.68% 0 0.00%Endocrine 20 5.68% 0 0.00%Miscellaneous 35 9.94% 0 0.00%Total Days Lost (Long Term): 352 100.00% 20 100.00% SECTION b - SHORT TERM REASONS FOR ABSENCE WHERE STAFF HAVE BEEN ABSENT BETWEEN ONE AND NINETEEN DAYS APT&C Manual

Sickness Cause Days %

Absence Days %

AbsenceMusculoskeletal 18 9.84% 0 0.00%Psychological 65 35.52% 0 0.00%Cardiovascular 16 8.74% 0 0.00%Respiratory Tract 48 26.23% 0 0.00%Gynae/Genito-Urinary 3 1.64% 0 0.00%Nervous System 4.5 2.46% 0 0.00%Gastro-Intestinal 21.5 11.75% 0 0.00%Neoplasm 0 0.00% 0 0.00%Post-Op 0 0.00% 0 0.00%Skin 0 0.00% 0 0.00%Endocrine 0 0.00% 0 0.00%Miscellaneous 7 3.83% 0 0.00%Total Days Lost (Short Term): 183 100.00% 0 0.00%

The Council has two organisations which they work with regularly absence one for referring staff for Occupational Health reports called CAPITA and the Employee Assistance Resource (EAR). Current workforce information for health staff indicates a 5.80% absence rate within West health staff for the month of May 07.

2.1.5 Workforce Pay & Benefits Review Implementation (WFPBR)

The normal processing of Workforce Pay and Benefit Reviews has been severely affected by the industrial action taken by Social Care Workers who have embarked upon indefinite industrial action by going on strike on Tuesday, 24 August and remain on strike at the present time. Their dispute is in relation to the new (WFPBR). The following table shows the number of staff on strike, sick leave, annual leave and at work from the various sections of the Department. The result of the ballot of qualified workers will be available week commencing 13 August 2007. Staff remaining at work have had to work on priority work as designated by management. STAFF ON STRIKE

Practice Team

No. of SCW on

strike SCW at Work

No. of SCW on Annual Leave

No. of SCW on

Sick Leave

No. of other staff on strike in support Total

Learning Disability 3 0 1 0 0 4Mental Health 1 0 3 0 0 4Older People/Physical Dis 17 3 2 5 0 27Criminal Justice 2 0 0 0 0 2Children and Families over 12s 11 2 0 1 0 14Children and Families under 12s 10 5 2 0 0 17Addictions 9 2 2 0 0 13TOTAL 53 12 10 6 0 81

As part of the (WFPBR) agenda PDP’s are being introduced. Within West CHCP there has been a meeting arranged for 8th August to review the process of Performance Development Plans as each member of staff will have a PDP, and a deadline of June 2008 is planned for all staff to have their PDP in place. The PDP process looks at individual staff’s personal performance and their development needs.

2.1.6 Agenda for Change Implementation (AfC)

• Assimilation

Over the last 2 months a further 54 staff within the CHCP and hosted services have been assimilated. The total number of staff assimilated within the CHCP now stands at 567. Work is ongoing to have the remaining staff assimilated as soon as possible.

• Review Process

This process has now been agreed and outlines key stages for review. A Management & Reference Group is being established to deal with anomalous situations.

• Mainstreaming Agenda for Change

A paper proposing how to take this forward has been drafted and is in final stages of agreement. Meanwhile, work is underway to establish a small job evaluation unit to manage the review process, complete outstanding evaluations and matchings and to provide and ongoing evaluation service for new jobs, and an advisory service on job descriptions and grading.

3. Learning and Education Progress Report 3.1 Learning Plan for Glasgow City CHCPs

The NHSGGC Learning & Education Team for Glasgow City Partnerships has produced a Learning Plan for CHCPs. This Plan incorporates existing joint training with City Council Social Work Learning & Development Team. It is anticipated that an integrated Learning Plan will be produced for 2008/09.

4. Organisational Development Progress Report Activity includes the following: 4.1 NHSGGC Organisational Development Framework

The Management Team has been briefed on the OD Framework. The Framework has been produced to support managers and staff to meet the challenge of transformation and change and describes the range of interventions available to support and improve service delivery. There are five elements of the Framework:

1. OD Approach , Processes and Accountabilities 2. Developing the Culture 3. Developing Leadership Capability and Capacity 4. Developing Effective Teams 5. Developing Individual Performance and Results.

4.2 Finalise West CHCP OD Plan

The purpose of the OD Plan is to provide a focus and vehicle for taking forward priority areas of development for West Glasgow and as such outlines specific interventions and timelines related to supporting each corporate theme.

A specific example within the corporate theme of ‘Effective Organisation’ is: ‘working directly with all committees to bring clarity and performance expectations, both individually and collectively’. As a result, a report has been written specifically for the development of West Glasgow CHCP Committee.

4.3 Online Performance Management System Managers have been supported in completing objectives and PDPs on the above system.

OD has a role in monitoring the timeous input of objectives and in supporting managers to personally develop the necessary skills and knowledge expected from them.

The initiatives contained within the OD Framework will provide support with this. In addition, the OD Function has the role of analysing senior managers’ Personal Development Plans and will where appropriate, develop specific new initiatives.

4.4 Development of Mentoring Programme (NHSGGC)

A mentoring programme is being implemented across NHSGGC and Partnerships to support the development of staff in key leadership roles. This is a voluntary scheme whereby a more experienced individual will share his/her knowledge with someone less experienced.

The first stage in the programme has been to establish a register of mentors, with a mentoring workshop scheduled for 29th August.

5. Learning, Education and Development Group

The LEAD Group has now met twice and has a schedule of monthly meetings in place. Specific updates are:

5.1 KSF / PDP Implementation

The LEAD Group will be responsible for monitoring implementation of KSF and PDPs. A session for managers on PDP implementation for Council staff is scheduled for 8 August. PDP and KSF implementation is also on the agenda for the Extended Management Team on 15 August. Amanda Taylor, Chair of LEAD Group will be CHCP Lead for KSF.

5.2 Staff Events

Based on the feedback from the Staff Events in March, two events are planned for the coming months:

• Life Stage themed events in 3 geographical areas, the theme to reflect the local population profile / dominant issues, for example; older people, employment, children & family issues. This event would be for CHCP staff, independent contractors and relevant partner agencies.

• Speed networking event for CHCP staff – topic to be determined.

6. Conclusion

Activity across the HR, Learning and OD Functions continues and the Committee members are asked to: (i) Note the contents of this report (ii) Receive further updates at future meetings.

Justine Murray Valerie Smith Yvonne Campbell Head of HR Business Support Manager Senior OD Adviser 6 August 2007 6 August 2007 6 August 2007 0141 211 3809 0141 211 0251 0141 276 5320

West Glasgow CHCP Committee

Paper No. 07/36 Head of Finance

FINANCIAL AND CAPITAL WORK REPORT

Recommendations: The Committee is asked to: 1. Committee is asked to note the content of the report. BACKGROUND 1. Revenue Position 2007/08 1.1 The Partnership has prepared a budget plan for 2007/08 in line with the overall NHS

Greater Glasgow & Clyde Health Board and Glasgow City Council financial plan for 2007/08.

1.2 The West Glasgow Community Health & Care Partnership revenue position reported for

the period ended 30 June 2007 highlights a Partnership overspend of £165,800. 1.3 The Partnerships NHS Health budget is reporting a net underspend of £17,200 (0.06%) and Social Work budget is reporting a net overspend of £183,000 (3.27%)

West Glasgow Community Health & Care Partnership Finance Report for Period Ending 30 June 2007

Annual Budget

YTD Budget

YTD Actuals Variance

% Variance

West Glasgow CHCP £000's £000's £000's £000's

NHS 110,094.9 26,512.9 26,495.7 17.2 0.06% GCC Social Work 26,331.2 5,599.5 5,782.6 (183.0) (3.27)% Total Net Expenditure 136,426.1 32,112.4 32,278.2 (165.8) (0.52)%

1.4 The significant variances affecting the summary position reported above are reported on page 2 to 3 of this report, with additional detailed breakdown of individual costs at care group level reported in Annex 1 of this report.

2. Health Significant Variances

• Health & Community Care is £28,100 overspent and is mainly attributable to cost

pressures within Elderly In-patient Services - nursing pays (£43,300). This pressure has been partially offset against other underspends within the overall H&CC budget.

These overspends are subject to review by the CHCP and the Mental Health Partnership.

• Planning & Health Improvements is £43,200 underspent due to unfilled vacancies, this level of underspend will not continue in 2007/08 as post’s are filled.

• Prescribing is reporting a break-even position at this stage until the impact of the

reduction in the list price of a number of NHS generic drugs, as they come off patent during the year, is made available. This means that those drugs that have lost their price protection will be purchased at a considerably lower price.

It is important to note that while all CH(C)Ps are responsible for managing expenditure, it should be noted that within the allocated prescribing budget a centrally agreed risk sharing arrangements was agreed in principle by CH(C)P Directors, at the start of the financial year to collectively share the financial risk on the prescribing budget under the agreed financial framework for financial year 2007/08.

In the current situation this means that an underspend in this CHCP is not available for use locally as, under the terms of the risk sharing agreement it may be required to compensate for any overspends on prescribing within another Partnership area.

3. Social Work Significant Variances

Comments on significant issues are noted below and discussions continue with the SW Department to establish whether these are considered as part of an overall departmental position or the responsibility of the CHCP. • Addictions is £42,000 overspent mainly within employee costs, this is currently under

review. This is a result of the budget distribution process to CHCPs and we have requested a realignment to reflect actual staff currently employed.

• Learning Disabilities this overspend of £22,440 is mainly due to employee costs within

the main Day Services and includes the cost of providing staff support to the central Learning Disability Partnership. The overspend on Employee Costs requires to be investigated by the CHCP in conjunction with Glasgow Learning Disability Partnership.

This overspend was previously compensated by underspends reported within the Respite budget (£41,500) however, the current position is reporting that this budget no longer compensates against the current pay pressures.

The decisions about the Respite budget, although reported at CHCP level, are made by the Glasgow Learning Disabilities Partnership. There are continuing discussions about the nature of the devolution of this budget.

• Health & Community Care is reporting an overspend of £133,800. Employee Costs

are overspent £73,200 and is partially offset by underspends from vacancies within Older People/Physical Disability – Social Care Workers (5.5 wte) and Practice Team Leaders (1.1wte).

The reason for the overspends remains twofold: Local Authority Residential Homes are overspent due to the requirement to increase night duty cover in residential units in line with a directive from the Care Commission. Social Work Services directorate addressed this through a budget pressure bid as part of the Service Plan submission for 2007/08. This bid has since been approved and additional resources have been allocated within 2007/08 budget, however at this stage a cost pressure of £25,000 remains and will require local management.

In addition, West CHCP is operating with a 7.5 wte posts in excess of establishment. The over-established staffing level will reduce through time by a combination of staff leaving the service and re-deployment where appropriate.

This situation has arisen based on the way in which the Fieldwork Review has been implemented. Consequently we are seeking confirmation that this will be viewed as an overall system responsibility, not solely the CHCP.

Home Care Services are overspent by £89,500 and is partially offset by underspends of £13,100 within the G GILES joint store budget.

• Children & Families is reporting a slight overspend of £2,900, however there are

Employee Costs underspends reported of £62,160, caused as a result of staff vacancies across a range of projects. This is due to a freeze on recruitment. This underspend is partially compensating overspends in Purchase of Services (£10,100),Transport (£45,400) and Direct Assistance (£23,200). These overspends are subject to review by the CHCP.

4. Capital Programme Position 4.1 Discussions are ongoing with NHSGG&C to ensure that WG CHCP capital plans are prepared

and submitted for consideration alongside capital plans by other divisions of NHSGG&C. The timeframe for finalising the plan is mid September and the final report will be submitted to the Capital Planning Group for consideration. Following review by the Capital Planning Group the CHCP Capital Plan will be taken forward within the appropriate NHSGG&C Capital Planning processes.

4.2 The following table describes the current capital plan aspirations and capital spend within

West Glasgow CHCP over the three financial years highlighted. This will need to be reviewed prior to submission in Mid September to NHS GGC Capital Planning Group.

2008/09 2009/10 2010/11

West Glasgow CHCP Alloc Alloc Alloc Total Aspirations

£'000 £'000 £'000 £'000

NHS Greater Glasgow & Clyde

Campbell House Replacement 200 1,800 0 2,000Partick Centre for Comm Hlth Phase III 0 100 1,100 1,200Woodside Health Centre - redevelopment - 500 6,700 7,200Partick Hub* 1000 2,000 0 3,000

£1,200 £4,400 £7,800 £13,400

Glasgow City Council – Social Work Partick Hub* 3,000 - 3000

LD Day Centre to be

specified 0 3,000 - 3000

TOTAL £1,200 £7,400 £7,800 £16,400

Note: * Partick Hub – Joint funding SW/Health

4.3 NHS GG&C Board has an indicative funded capital programme for 2007/08 of £140.6m.

Details of individual schemes funded at this stage for the West Glasgow CHCP from within this total are summarised below:

Annual Allocation

2007/08

Annual Allocation

2008/09 Total

Allocation PROJECT £'000 £'000 £'000 Major Schemes Drumchapel Integrated Children & Family 500 2,800 3,300 Partick Centre for Community Health–Phase II 2,775 1,200 3,975 Plean Street Clinic Replacement 2,000 700 2,700 McNiven House (re-locate Canniesburn) 750 0 750 Tate/Timbury House Refurbishment 750 1,000 1,750 Drumchapel Health Centre/Arndale 700 1,500 2,200 MHP Capital Formula - Minor Schemes Arndale Centre 200 0 200 Formula Capital 141 0 141 Back Log Maintenance 73 0 73 Capital Grant to GCC - Minor Works 75 0 75 £7,964 £7,200 £15,164

Source of Funds Capital 2,824 1,700 4,524 SEHD 5,140 4,500 9,640 Disposal proceeds 0 1,000 1,000 7,964 7,200 15,164

4.4 At this stage progress of the individual schemes funded for the West Glasgow CHCP is

summarised below: • Re-provisioning of Plean Street Clinic - £2.7m

The building work progresses on schedule with the projected completion date remaining the end of March 2008.

• Partick Centre for the Community Health Phase II - £3.9m

Following completion of the savings/value engineering exercise the scheme is now within the funding package available and the contract has been awarded. The building work is due to commence in mid-September and will be completed by October 2008.

• Drumchapel Integrated Children and Family Centre - £3.3m

Discussions with Glasgow City Council on the acquisition of the land continues and final agreement on this issue is required to keep the project on programme.

A Design Team has been appointed and initial design proposals are being considered with the Project Steering Group. The demolition of the existing nursery building will start in December with the new build contract starting in March 2008

• Drumchapel Older People Day Care Centre - £1.5m

The new build to re-locate service users from Focal Point Day Centre for Older People is on schedule, and still within budget. Work should be completed by August 2007.

• Drumchapel GHA Building, Hecla Square - £ 0.240m

and Anniesland Office - £0.131m

(1) Anniesland Office works: Office Lift upgrade and Re-design of Reception and Interview/Waiting space.

Works to be complete by the end of Sept 07 to facilitate the re-design work. The lift upgrade works are due to start in mid-Nov 07 and complete end Dec/mid-Jan 07.

Works to be complete by the end of Sept 07 to facilitate the re-design work and the Office Lift Upgrade project due to start in mid-Nov 07 and complete end Dec/mid-Jan 07.

(2) Drumchapel GHA Building - 35 Hecla Avenue was inspected on Monday 30 July and deemed to be satisfactory. Building Control visited the building on 1 August and is in the process of issuing the certificate of completion. The handover took place on 2 August and the West Pact Team will formally move into the building on weekend of 7 September with some move of equipment taking place prior to that date.

Mental Health PFI - £17m The new hospital is progressing well and nearing completion. The handover date for the new build has been delayed until the 24 September ‘07 due to some variations in the original project proposal and delays in accessing high voltage supplies on site. We anticipate the transfer of patient services to take place over the week beginning the 22 October ‘07, although this may change if there is any major snagging issues with the building.

Jeanne Middleton CHCP Head of Finance 06 August 2007 0141 232 2114

Annex 1 – Revenue Position The following table highlights the CHCP Health variances at Client/Care Group level: West Glasgow Community Health & Care Partnership Finance Report for Period Ending 30 June 2007

Annual Budget

YTD Budget

YTD Actuals Variance

Health Expenditure £000's £000's £000's £000's

Mental Health - Adult Community 2,197.1 519.0 517.1 1.9

Addictions 308.9 75.5 78.3 (2.8)

Learning Disabilities 344.7 84.2 76.8 7.4

Health & Community Care 12,853.5 3,154.2 3,182.3 (28.1)

Children & Families 4,379.3 1,070.4 1,069.1 1.3

Planning & Health Improvements 1,701.2 299.1 255.9 43.2

Family Health Services (FHS) 40,488.7 9,932.7 9,927.0 5.7

Prescribing 30,562.9 7,529.7 7,529.7 0.0

Executive 1,000.6 97.4 108.9 (11.5)

Other Services 1,772.0 442.4 440.0 2.4

Hosted Services 14,486.0 3,308.3 3,310.6 (2.3)

Net Expenditure £110,094.9 £26,512.9 £26,495.7 £17.2

Annual Budget

YTD Budget

YTD Actuals Variance

Social Work Expenditure (Period to 15 June '07) £000's £000's £000's £000's Mental Health - Adult Community 713.2 163.3 168.8 (5.5) Addictions 423.2 135.4 177.4 (42.0) Learning Disabilities 2,202.5 423.2 445.6 (22.4) Health & Community Care 15,425.4 3,113.7 3,247.5 (133.8) Children & Families 4,452.6 1,048.9 1,051.8 (2.9) Planning & Health Improvements 325.1 77.3 68.6 8.8 Other Services 505.3 113.5 98.9 14.6 Criminal Justice 622.9 174.8 174.8 0.0 Support Services 1,661.2 349.5 349.2 0.2

Net Expenditure £26,331.2 £5,599.5 £5,782.6 £(183.0)

Annual Budget

YTD Budget

YTD Actuals Variance

Consolidated Expenditure £000's £000's £000's £000's Mental Health - Adult Community 2,910.3 682.3 685.9 (3.6) Addictions 732.1 210.9 255.7 (44.8) Learning Disabilities 2,547.2 507.4 522.4 (15.0) Health & Community Care 28,278.9 6,267.9 6,429.8 (161.9) Children & Families 8,831.9 2,119.3 2,120.9 (1.6) Planning & Health Improvements 2,026.3 376.4 324.5 52.0 Family Health Services (FHS) 40,488.7 9,932.7 9,927.0 5.7 Prescribing 30,562.9 7,529.7 7,529.7 0.0 Executive 1,000.6 97.4 108.9 (11.5) Other Services 2,277.3 555.9 538.9 17.0 Hosted Services 14,486.0 3,308.3 3,310.6 (2.3) Criminal Justice 622.9 174.8 174.8 0.0 Support Services 1,661.2 349.5 349.2 0.2

Total Net Expenditure £136,426.1 £32,112.4 £32,278.2 £(165.8)

The above information reports Underspends(+) and Overspends (-)

WEST GLASGOW CHCP COMMITTEE

Paper No. 07/37

Head of Children’s Services

SOCIAL WORK INSPECTION AGENCY (SWIA) REPORT

Purpose of Report This report highlights the findings outlined in the Social Work Inspection Agency (SWIA) performance and inspection report on Glasgow City Council’s Social Work Services published in June 2007. It also details the consultation and engagement exercise being implemented within West Glasgow CHCP to develop an implementation plan in response to the reports initial findings as part of a city-wide process. Recommendations The Committee is asked to: 1. Note the findings of the SWIA inspection and recognise the positives as well

as the areas identified for development.

2. Note that a consultation exercise is currently being undertaken within West Glasgow CHCP Social Work Services.

1. BACKGROUND 1.1 Between November 2006 and January 2007 SWIA Inspectors undertook a

performance inspection of all Social Work Services within Glasgow City Council. This involved:

• Self evaluation questionnaires of service users, staff and

stakeholders.

• Direct interviews with individual service users and groups.

• Interviews with management and staff

• Access to policies and procedures

• Case file audit 1.2 SWIA’s inspection report of Glasgow City Council’s Social Work Services was

published in June 2007. The Council is currently producing an action plan to address the key issues in the report. The action plan will set out the necessary changes to address some of the deficiencies and areas for development.

2. SWIA INSPECTION SUMMARY 2.1 In summary the findings of the SWIA report are as follows:

• Delivering Social Work Services in Glasgow presents major challenges. The city has higher levels of poverty, deprivation and substance misuse than all other authorities in Scotland. This has led to high levels of demand for Social Work Services.

• People who used the services generally thought that they were of

good quality and the inspection found that the services were improving the lives of many. For example, they were supporting many older people to remain in their homes when they wanted to do so and helping increasing numbers of people with substance misuse problems back into work or training. The overwhelming majority of staff were committed to delivering high quality services.

• The city’s Social Work Services had a long history of partnership

working and they had developed a number of integrated services. More recently they had moved, along with NHS Greater Glasgow and Clyde, into five community health and care partnerships that had responsibility for delivering many Social Work and Health Services.

• The services had taken steps to involve people who used services

and carers in planning for services. They had also made provision for some of the most marginalised groups including single homeless people.

• There was strong corporate and political support for Social Work and

the council contributed considerable additional funding for Social Work Services. Social Work Services managed their budget well.

2.2 The inspection report indicates that service improvements were needed in

some areas. These included:

• widening the opportunities available to people with learning disabilities; • improving the poor condition of many social work premises;

• addressing the low morale of staff;

• establishing a consistent approach to determining which non-statutory

childcare work to allocate;

• developing a change management programme to involve staff more, whenever possible, in driving through changes to the organisation; and

• ensuring a strong strategic core to ensure city-wide consistency of

practice.

2.3 Performance evaluation was rated on a 6 point scale ranging from; (1)

excellent, (2) very good, (3) good, (4) adequate, (5) weak and (6) unsatisfactory.

2.4 The summary of evaluation findings are highlighted in Appendix 1 for

information. Whilst as a local authority we received no rating as excellent, we also did not receive any unsatisfactory with only one weak rating.

3. ACTION 3.1 Social Work Senior Management Team (SMT) agreed that staff should be

consulted as part of the process of developing the action plan and that their views should focus around four key areas:

• Our service

• Communication trust and engagement

• Support to staff; and

• Engagement with elected members.

3.2 A power point presentation has been developed by SMT with a summary of

the SWIA report and the main findings to be used for the consultation with staff (Appendix 2). Within each CHCP, it was agreed that the Lead Social Work Officer would have responsibility for conducting this consultation with staff. That exercise has been led by Matt Forde, Head of Children’s Services in West Glasgow CHCP.

3.3 The following action has subsequently been undertaken and is ongoing as

part of the consultation process within West Glasgow CHCP:

• All Heads of service have received copies of the Powerpoint presentation prepared by Social Work headquarters and this has been distributed for information purposes amongst all social staff within the CHCP.

• A letter from Councillor Elaine McDougall, Executive Member for

Social Work has been circulated to all staff for in formation detailing the council’s initial response to inspection report. (Appendix 3)

• Three consultation / briefings took place on the 20th, 25th and 27th of

July led by the Lead Social Work Officer and members of CHCP Executive Management Team. Further sessions will be run on 23 August at the three main Social Work Offices (Anniesland. Partick and Drumchapel) on the 23rd August.

• An extended senior management team briefing and consultation is

also scheduled for the 15th of August.

• A Practice Team Leader and Nurse Team Leader session is

scheduled for the 30th of August. This session will focus on the one area which was identified as ‘weak’ in the inspection report; Impact on staff.

• The poor levels of staff morale and the deficiencies in communication

and engagement with staff will be key themes for this session as well as developing future sessions as part of an action plan.

3.4 Specific events are being organised by CHCP staff to engage service users

and carers in the process of developing the action plan as part of the commitment to ensuring that they are actively involved in service re-design.

Matt Forde Head of Children’s Services/Lead Social Work Officer 6 August 2007 211 0370

Summary of evaluationKey outcomes GoodImpact on people who use our services AdequateImpact on staff WeakImpact on the community GoodDelivery of key processes AdequatePolicy, Service development, planning and performance management

Good

Management and support to staff AdequateResources and capacity building GoodLeadership and direction AdequateCapacity for improvement Good

Social Work ServicesPerformance Inspection

Handout Material2007

Contents

The role of SWIAPerformance inspection model10 areas for evaluationFocus of inspectionOverview of inspection activitySummary of inspection fieldworkPerformance rating scaleSummary of evaluationRecommendations

The role of the Social Work Inspection agency (SWIA)Set up in April 2005 by the Scottish Executive (replacing SW Inspectorate)Established a programme of performance inspection and thematic inspection Remit to:

– Improve quality of SW services in Scotland– Secure greater public confidence in SW

services– Build capacity in Scotland’s SW services– Inform social work policy development

Performance Inspection Model6 key questions:

What key outcomes have we achieved?What impact have we had on people who use our services and other stakeholders?How good is the delivery of key processes?How good is our management?How good is our leadership?What is our capacity for improvement?

10 areas for evaluationKey outcomesImpact on people who use our servicesImpact on staffImpact on the communityDelivery of key processesPolicy, Service development, planning and performance managementManagement and support to staffResources and capacity buildingLeadership and directionCapacity for improvement

Focus of inspection

All aspects of assessment and care managementAll service areas/care groupsCorporate commitment and engagementService user and wider stakeholder involvementCriminal Justice follow up inspection

Inspection activityPreliminary and advance information submittedSelf evaluation questionnaire submitted Survey undertaken:

– 500 carers– 520 staff (176 returned)– 500 adult service users (95 returned)– 50 stakeholders (31 returned)

Case file audit– 172 case files - community care & children's services – 40 Criminal justice case files

FieldworkReporting and action planning

Inspection fieldwork

36 Observed practice sessions53 Meeting with front line staff, line and middle managers23 meetings with senior managers, officials and elected members28 meetings with partner and provider organisations45 observations of meetings and visits to service settings

Performance evaluation – 6 point rating scale

Excellent - excellent or outstandingVery good - major strengthsGood - important strengths with some areas for improvementAdequate - strengths just outweigh weaknessesWeak - important weaknessesUnsatisfactory – major weaknesses

Summary of evaluationKey outcomes GoodImpact on people who use our services AdequateImpact on staff WeakImpact on the community GoodDelivery of key processes AdequatePolicy, Service development, planning and performance management

Good

Management and support to staff AdequateResources and capacity building GoodLeadership and direction AdequateCapacity for improvement Good

Summary of recommendations1. The services should take steps to ensure that they proved SCRA with reports within the required

timescales

2. Social work services should work with a range of partners to increase the number of people with learning disabilities who are in work. The priority should be helping people to get open employment

3. The services should increase the number of separate carers’ assessments they do. They should ensure all carers are offered an assessment

4. Glasgow City council should consider how it can improve the poor condition of many of the premises people who use social work services have to use

Summary of recommendations5. Senior Managers and elected members need to address the low morale of many of their staff. In order to

improve two-way communication with staff they should review their internal communications strategy, build on what they have already introduced and consider what other steps they might take

6. The services should move more quickly to implement the recommendations of their best value review of Standby services

7. The services should reconsider their decision not to follow national guidance and should find ways to introduce more independence in the chairing of reviews for looked after children

8. The services need to move quickly to secure the long term future of greater numbers of children in their care. They should build on the good work they have started to do in some parts of the city

Summary of recommendations9. As a matter of priority the services should set out a clear framework for determining which non-statutory

childcare work to allocate to ensure that there is a consistent approach across the city. They should also endure that there are robust processes for reviewing unallocated work

10. The services need to be certain that staff working with children of substance misusing parents are making best use of the services’ addiction services. They should make sure they have robust performance information to evidence this

11. Social work services should review their service level agreement with DACS to ensure homecare services are sufficiently personalised

12. The services should make sure that practice team leaders are clear about what work requires the professional skills of a a qualified social worker and that which social care workers can appropriately carry out. This should include ensuring that they have adequate training on the criteria that they should follow and establishing auditing processes to make sure that they apply these criteria consistently

Summary of recommendations13. The services should take steps to improve the use of their management information system. They should

establish why there are so many data errors that undermine their ability to monitor and plan services and should make sure that auditing arrangements can quickly identify such errors. They should ensure that staff understand the importance of this management information

14. The services should consolidate the work they have started and develop comprehensive commissioning strategies for each care group

15. Senior managers have had, and continue to have, an ambitious change agenda. It is important that whenever possible they support and involve staff more in owning and driving through changes to the organisation

16. The services should make sure that the move to CHCPs does not result in unacceptable differences in the level and quality of provision across the city. In order to prevent this they should ensure that they retain a strong strategic core and can ensure that local plans fit within an over-arching vision for services and that can maintain oversight of service standards

Councillor Elaine McDougall EAST CENTRE - WARD 18 Executive Member : Social Care Phone 0141 287 5619 Fax 0141 287 5602 E-mail elaine.mcdougall@councillors.glasgow.gov.uk Our Ref: EMcD/sy 29 June 2007 Dear Colleagues

SWIA PERFORMANCE INSPECTION OF GLASGOW CITY COUNCIL A MESSAGE TO STAFF FROM COUNCILLOR ELAINE MCDOUGALL, EXECUTIVE

MEMBER FOR SOCIAL CARE Hopefully you will by now have had the opportunity to consider the main findings from SWIA’s inspection of Glasgow’s social work services. This message is specifically targeted at those of you who work for the Service and complements the Council’s press release, which is directed at the wider public audience. In presenting this, I want you to have a clear understanding of the Council’s position on the inspection, so that you can reach a balanced view on what it means both for you and the wider Service. The first thing to say is that the Council welcomed the SWIA inspection as a vehicle for identifying areas for improvement and invested considerable resource in facilitating the process in as open, transparent and inclusive a way as possible. The final report duly identifies issues we know we must respond to, many of which we were already aware of and were taking action to address; for example, improving case recording and data quality. That said, the inspection has proved a helpful exercise in strengthening our understanding of some of these issues and in adding impetus to our efforts to address them. In particular, addressing staff morale issues will remain a priority for the Council. However, it is important for you to be aware that the Council does not accept the inspection findings uncritically. In fact, it has a number of significant concerns that I would ask you to take into account when considering the report. Firstly and most straightforwardly, whilst we accept the overwhelming majority of the report’s recommendations, there are areas where we take a different policy position from SWIA; for example, we continue to challenge the view that independent reviews for looked after children is the most effective use of our children and family resources within the City. We will continue our dialogue with SWIA on these areas of difference as we develop our improvement action plan. /… Support Scotland’s Bid to host the 2014 Commonwealth Games in Glasgow visit www.glasgow2014.com Surgeries: 1st Wednesday of each month – St Thomas Primary School – 6.00pm-7.30pm 3rd Wednesday of each month – Alexandra Parade Primary School – 7.00pm-9.00pm 06-29SWIA

Support Scotland’s Bid to host the 2014 Commonwealth Games in Glasgow visit www.glasgow2014.com Surgeries: 1st Wednesday of each month – St Thomas Primary School – 6.00pm-7.30pm 3rd Wednesday of each month – Alexandra Parade Primary School – 7.00pm-9.00pm 06-29SWIA

- 2 - Secondly, we believe there was reluctance from SWIA to recognise the particular challenges that social work in Glasgow faces. The scale of the Service and the prevailing social and economic conditions within the City create high levels of demand that are not adequately acknowledged in the report. Whilst we are not seeking special pleading for Glasgow, we would welcome greater recognition of the pressures our staff face in dealing with the very high and often complex level of demand that exists; for example, the high levels of parents with addiction problems. Thirdly, we do not believe that the report provides due recognition of the Service’s achievements in delivering significant change and resulting service improvements over recent years. One example is the report’s failure to recognise the Service’s success in delivering a massive hostel re-settlement programme. Finally, we are concerned that the inspection grades do not do justice to the level and quality of service provided by our staff. Not only that, we do not believe that the grades reflect the report’s more positive narrative, which appears inconsistent with SWIA’s own draft Performance Inspection Model (PIM). We continue to take the view that the Service’s own self-evaluation questionnaire (SEQ) presents a more accurate assessment of our current performance. In general terms, we remain concerned that an inspection of this magnitude can contain so many significant weaknesses and have conveyed to SWIA our view that the inspection process as currently configured is seriously flawed. In summary then, whilst the Service accepts and will act upon much of what is in the final inspection report, including the vast majority of the recommendations, it does not believe that the inspection process has been as robust as it should have been or that the overall assessment of Glasgow’s performance is accurate. I would ask staff to take account of this view when considering the inspection report. Yours sincerely Councillor Elaine McDougall

West Glasgow CHCP Committee Paper No. 07/38 Head of Human Resources Business Support Manager

ABSENCE MANAGEMENT Purpose of Report: The purpose of this report is to provide the CHCP Committee with a progress report on the work being done to reduce sickness absence in line with corporate targets. Recommendations: The Committee is asked to: 1. Note the contents of this report. 2. Continue to receive regular updates. 1. Background 1.1 At last committee the high rates of absence amongst heath and social work staff was noted. Concerns were raised by Committee members on absence rates and a report was requested for next Committee on actions being taken. 1.2 The HR Plan within the CHCP Development Plan outlines that a priority for 2007/08 will be development and implementation of a plan to reduce sickness absence. The starting point for developing this plan is a “diagnostics” exercise to identify what managers and other key stakeholders think needs to be done to reduce sickness absence. 2. Introduction

2.1 This report therefore, outlines the programme for the “diagnostic” work, explaining what work has been undertaken and what work is planned. 3. Diagnostics Exercise

Outlined below is a schedule of the work underway and how we anticipate it progressing.

3.1 Information & Data Collection

3.1.2 Statistics on absence rates by service and team This information is available for council staff, though more systematic and frequent reports are needed. Specifically, this is about the level to which statistics are produced – team and service level are needed. In addition, this information being provided to managers on a monthly basis is important. This is being taken forward with the social work Personnel Team.

This information is not currently available in a meaningful format for health staff. The corporate Workforce Information Team has produced reports on the establishment for each function, once these have been checked and verified, the basis for accurate absence reporting will have been improved. Locally, we will be working with managers of health staff to improve the quality of absence recording and ensuring a consistent approach to recording across the CHCP. This in turn will improve the information available to the Workforce Information Team.

3.1.3 Data on reasons for sickness absence This information is available for social work staff and a breakdown is included in the HR, Learning & OD Report, section 2.1.4. This information will be looked at during the Extended Management Team on 15 August. This information is not currently accessible for all health staff and is not available via the corporate Workforce Information Team. The information is available via local recording systems. First, we need to examine these local systems to understand what is recorded and how. Then, implement a consistent recording system that can produce reports on reasons for absence at team and service level.

3.2 Initial Manager Views 3.2.1 Focus Groups

During July, four focus groups took place to listen to manager views on absence management. 33 managers and team leaders took part in this. The focus groups listened to views on how well equipped managers felt they were re. knowledge and skills to manage absence and any frustrations they had in this task. A questionnaire on this was completed for collation by the management consultant; a copy is at Appendix 1 for information.

3.2.2 Interim Report

A report on the findings of the focus groups will be produced for consideration at the Extended Management Team on 15 August. The report will also go to all managers and team leaders who participated in the focus groups for comment. An early indication from the management consultant suggests that some key themes are: In relation to NHS employed staff:

• The need for consistent implementation of procedures for reporting and recording of absence.

• The need to consistently implement return to work interviews and self certification

processes. This is a challenge given the large span of control of some management posts.

In relation to NHS and Council processes:

• Clarify the support available from Occupational Health and the nature of assessments undertaken, e.g. the level of practitioner doing the assessment and whether this is done by OH staff or specialists in the given condition.

• Clarify the management of redeployment and the process for ensuring appropriate

skills match.

• The need for management training in handling difficult conversations at a level beyond what is provided in current absence policy training.

3.3 Case Reviews

The management consultant will undertake a series of case reviews with managers and team leaders. The purpose of this will be to gather more information on the questions asked in the questionnaire and to evidence the feedback from the questionnaires.

3.4 Examine approaches used by other public sector organisations

This is underway by Personnel/HR. Contact has been made with a number of public sector organisations, including:

• East Dunbartonshire Council • East Renfrewshire Council • Renfrewshire Council • South Lanarkshire Council • NHS Lanarkshire • NHS Ayrshire & Arran • NHS Forth Valley • NHS National Services Scotland • NHS Education Scotland.

Information will also be sought from other organisations, e.g. Charted Institute of Personnel and Development (CIPD), Confederation of British Industry (CBI).

3.5 Engagement with Occupational Health

Occupational Health Services are outsourced by Glasgow City Council, the provider having recently changed from BUPA to Capita. Occupational Health Services are provided in house for NHS Greater Glasgow & Clyde. As key participants in the management of sickness absence, it is important that Occupational Health have the opportunity to participate in this diagnostic exercise. An update on this will be brought to the next Committee.

3.6 Final Report on Diagnostics Exercise

On completion of 3.4 and 3.5, the final report will be drafted for initial consideration by the Executive Management Team.

3.7 Stakeholder Group

We anticipate the next stage to be creation of a CHCP stakeholder group to examine the report and make recommendations to the Executive Management Team on a number of work streams to be taken forward. Exact membership of this group will be guided by the report’s findings, however, we anticipate membership to include operational managers and team leaders, a Head of Service, Personnel/HR, representation from the Staff Partnership Forum, and NHSGGC Occupational Health. Based on the findings of the final report we will also consider dialogue with staff on absence management in the form of briefing sessions.

5. Conclusion

The Committee is asked to: (i) Note the contents of this report.

Justine Murray Valerie Smith Head of HR Business Support Manager 6 August 2007 6 August 2007 0141 211 3809 0141 211 0251

Appendix 1 ABSENCE MANAGEMENT WEST CHCP FOCUS GROUP QUESTIONNAIRE General Introduction: On a 1 – 5 scale with 5 high how would you rate the effectiveness of the current Absence Management processes? What could be done to move that up one point?

General Opinions: What is working well within the current process?

What is not working well? Why?

Personal Review: On a 1 – 5 scale with 5 high how would each of you rate your own performance in managing absence? How could we move that rating up one point? Technical Overview:

Explain to me the current Absence Management process. Short term Long term What do you need to know: what are the key skills you need to manage absence effectively?

Do you believe that you have had adequate training in how to manage absence effectively?

What is the manager’s role in managing absence?

What do you believe is HR’s role?

What is OHS’s role?

What do you expect OHS to deliver? Does it?

Tactical Overview: Think of an Absence Management case that you successfully resolved. What actions did you take to ensure it was resolved? How did you feel? Do you approach all cases in the same way? (Why not?)

Now tell me about a case that went unresolved. What happened? Why it was not successfully concluded? Looking back what would you do differently?

Frustrations: What would you say are the 5 top frustrations with the way Absence Management is carried out just now? How have these come into existence? What impact do they have? How could these be removed? What are the barriers preventing these being removed? Where do we need to get buy-in from in order to address these frustrations? Any other comments:

West Glasgow CHCP Committee Paper No. 07/39 Head of Health & Community Care

OLDER PEOPLE’S MENTAL HEALTH SERVICES Purpose of Report: To advise Committee of the planned re-provisioning of the continuing care in patient service for Older People with Organic illnesses currently provided on contract with an independent provider at Canniesburn Care Home. Recommendations: Committee is asked to: 1. Note the content of this report. 2. Note the sensitivities of these changes which are the result of the need to secure quality of

service within a framework of overall cost effectiveness. 3. Note the potential for service improvement in the future which underpins this service

change. 1. BACKGROUND 1.1 The Canniesburn partnership contract was developed in response to bed pressures on the

GRH site in January 2001 to accommodate 40 patients with organic illnesses including dementia in this off-site facility based on the boundary with East Dunbartonshire. This ‘continuing care’ in-patient service is staffed and managed by West CHCP (NHS) staff, with the facilities management, including domestic and catering services, contracted from an independent care provider, Thistle Healthcare Ltd.

1.2 In-patient services are also provided for the Clyde area of West Dunbartonshire, and the

Bearsden and Milngavie area of East Dunbartonshire as part of a number of similar ‘hosting’ arrangements.

1.3 Thistle Healthcare have intimated a contract price increase of 62.5% with no plans to

improve the quality and appropriateness of the facility which has had minimal upgrading over the past six years. It is currently below the physical standard expected in a facility of this nature. Whilst providing en-suite facilities for patients, the layout of the facility does not assist staff in managing what can be extremely challenging behaviours in this patient group where discrete patient therapeutic areas are more appropriate.

1.4 As part of the NHS GG&C’s implementation of the Scottish Executive policy document “Modernising Mental Health”, it was agreed, prior to the creation of CHCPs that the appropriate number of continuing care beds would reduce from 40 to 30.

1.5 An Options Appraisal has been carried out, the result of which is that plans have been

made to immediately provide an appropriate, cost effective relocation of the service to the GRH site alongside the existing CHCP Older People’s Mental Health Inpatient Services. This will provide a resolution of the inability of the current budget to meet what is considered to be an unacceptable contract price increase. This resolution can be achieved by utilising a vacant ward on site which is currently being up-graded.

1.6 Whilst the upgraded ward does not provide single en-suite facilities, it provides services

within small shared ward areas allowing scope to group patients according to their needs in the same configuration as for the other existing wards on site.

1.7 The opening of the new hospital will improve the quality of the environment for a large

number of patients. In the medium term a phased approach to improving the remaining wards which are not moving to the new hospital has been included within the CHCP draft Capital Plan. The Capital Plan provides for the re-design and upgrade of what is currently Timbury Ward, to provide an improved facility for the Canniesburn patient group by the year 2009/10.

1.8 The short term reprovisioning of the Canniesburn service on the GRH site has been

planned with this longer term improvement to the patient environment as the future aspiration for this service.

2. NEXT STEPS 2.1 The Consultant Psychiatrist group has been fully engaged in this options appraisal and is

aware of the complexities and sensitivities surrounding these plans. 2.2 Meetings with the relatives of the patients, and with staff and Staff Partnership, have been

planned to advise of these service changes. 2.3 Individual patient needs have been reviewed in order to ensure that they continue to meet

the criteria for continuing care. Appropriate arrangements for their future care will be considered in consultation with relatives and social work services in a planned way to avoid the potential of two moves for such patients. Reviews of individual patient needs are currently carried out on an ongoing basis as part of our duty to ensure that we continue to provide appropriate care for all our patients.

Pam Fenton Head of Health & Community Care August 2007 0141 211 0674

West Glasgow CHCP Committee Paper No. 07/40 CHCP Director

DEVELOPMENT OF THE COMMITTEE – JULY 2007 Purpose of Report: This paper provides proposals for a development framework for new and returning members of the Committee. Recommendations: The Committee is asked to: 1. Note the content of this report. 2. Agree on the proposed options; topics and timescales. 3. Identify further mechanisms for inclusion. BACKGROUND 1. CHCP Committee Development 1.1 Previous reports on Committee Development and Orientation (paper no.06/01/8 and

06/04/03) were presented at the outset of West Glasgow CHCP. 1.2 Within these papers, the aims of the Committee Development Programme, the proposed

format and the content of the workshop sessions were set out in detail for consideration. 2. Aims of CHCP Committee Development 2.1 The aims outlined and agreed were: 2.1.1 To support the orientation of Committee members in working with both NHS and Local

Authority organisational functions and structures and in the key issues which the Committee and CHCP will face.

2.1.2 To support those members who are new to a Committee of this type. 2.1.3 To support and accelerate members’ understanding of the Committee’s remit and their own

responsibilities as members. 2.1.4 To consider the elements of effective Committee working and agree what areas require to

be put in place to support the effectiveness of West Glasgow CHCP Committee. 2.2 It is suggested that these aims are still relevant with the overall aim of Committee

Development being to ensure that the Committee is equipped to operate to maximum efficiency.

3. Development Programme - Content 3.1 With the many different demands made of each member of the Committee, it is proposed

that a variety of ‘activities’ are contained within a development framework. Options for consideration are as follows:

3.2 Visits to Service Areas 3.2.1 This would be undertaken either by an individual member of the Committee or in groupings,

depending on the level of interest, with a programme of visits scheduled throughout an agreed period.

3.2.2 A template of all service areas/sites within West Glasgow CHCP is attached (Appendix 1)

and should be completed and returned by those members wishing to make service visits. 3.3 Knowledge Sharing Seminars 3.3.1 These would be in the format of a workshop- style session. Each session would focus on a

specific theme, determined by the Committee, with a key speaker(s), followed by group discussion, providing an opportunity for sharing of practices and experiences.

3.3.2 Examples of proposed key topics for consideration by the Committee are:

• Corporate Governance • Service/Performance Management • Community Leadership • Working in Partnership • Public Service Reform (and Principles) • Change Management – Cultural Change • Equalities and Diversity.

3.3.3 The frequency of these sessions would also be determined by the Committee. 3.4 Individual Member Support 3.4.1 Each Committee member would have the choice of completing an individual development

needs analysis. This would be undertaken by the Senior Organisational Development Advisor. (Contact details are outlined at the end of this report).

3.4.2 The purpose of which would be to help individual Committee members further improve on

existing skills and knowledge. Examples of such support mechanisms being Mentoring/Peer Mentoring; Coaching; Shadowing; Attendance at conferences or Educational Study.

3.4.3 In addition, this would help identify topics for the Knowledge Sharing Seminars.

4. Desired Outcomes

It is intended that this framework of development will: 4.1 Build the skills of all Committee members 4.2 Promote both a Learning and Development Culture and support Collaborative Working 4.3 Promote Knowledge Management; and 4.4 Enhance Service Improvement. Yvonne Campbell Senior Organisational Development Advisor (Glasgow City Partnerships) 6 August 2007 0141 276 5230 or 0778 534 5348

APPENDIX 1

WEST GLASGOW CHCP COMMITTEE ORIENTATION & DEVELOPMENT

VISITS TO LOCAL SERVICES

Name of Committee Member: _____________________________________________________ 1. Please indicate which service(s) you would like to visit by ticking the

corresponding box:

HEALTH & COMMUNITY CARE SERVICES:

Please tick:

Assessment & Care Management for Service Users and Carers

District Nursing

General Practice based Nursing services

Allied Health Professionals services – Podiatry, Dietetics, Physiotherapy & Occupational Therapy

General Medical Services provided by GPs and Pharmacists

Community Care Services – Home Care, Residential Care, Nursing Home Care &

Day Care

In-patient hospital care & continuing care for Older People with Mental Illness

Chronic Disease Management Programmes

Palliative Care

MENTAL HEALTH SERVICES: Please tick:

Primary Care Mental Health Team

Community Mental Health Teams

Intermediate Services – Assertive Outreach and Crisis Service

Area Services (provide care on a pan-CHCP basis): In-patient services (Gartnavel Royal Hospital), Psychotherapy Service, Early Intervention Service, Psychology

Services

CHILDREN’S SERVICES: Please tick:

Social Work Children & Families Services

Social Work Youth Justice Services

Children’s Health Services – Children and Adolescent Mental Health

Child Development Centre - (Health Visiting and School Nursing)

Parent and Children Together ( PACT) Team

SPECIFIC SERVICES: Please tick:

Health Improvement Team

Community Development Team

Community Addiction Teams

Learning Disability Service

Support Services

OTHER:

Sandyford Sexual Health Service (Host Arrangement

Primary Care Support (Host Arrangement) 2. Please indicate which days of the week/ times would be most suitable for you to

visit local services by ticking the corresponding box(es):

Monday – Morning

Monday – Afternoon

Tuesday – Morning

Tuesday – Afternoon

Wednesday – Morning

Wednesday – Afternoon

Thursday – Morning

Thursday – Afternoon

Friday - Morning

Friday - Afternoon

Please return completed forms to Yvonne Campbell, Senior OD Advisor. (yvonne.campbell2@ggc.scot.nhs.uk)

Please note that the data collected on this form will only be used for the purposes of co-ordinating

service visits and will be held securely in accordance with the Data Protection Act.