Common use of Local Operational Delivery Arrangements Clause in Contracts

Local Operational Delivery Arrangements. 6.1 The local operational arrangements agreed by the Parties are:  The Integration Joint Board has responsibility for the planning of services via the Strategic Plan.  The Integration Joint Board will be responsible for monitoring and reporting on performance on the delivery of those services covered by the strategic plan.  The Integration Joint Board will be responsible for operational oversight of integrated services, and through the Chief Officer, will be responsible for management of integrated services, except Acute services on which the chief officer will work closely with the Chief Operating Officer for Acute Services.  The Integration Joint Board will issue directions to the Parties taking account of the information on performance to ensure performance is maintained and improved. The Integration Joint Board along with the other five Integration Joint Boards in the Health Board area will contribute to the strategic planning of Acute Services and the Health Board will be responsible for the management of Acute Services.  The Health Board will provide information to The Chief Officer and the Integration Joint Board on the operational delivery of Acute Services.  The Health Board and the six Integration Joint Boards shall ensure that the overarching Strategic Plan for Acute Services shall incorporate relevant sections of the six Integration Joint Boards’ Strategic Plans.  The Health Board will consult with the six Integration Joint Boards to ensure that the overarching Strategic Plan for acute services and any plan setting out the capacity and resource levels required for the Set Aside budget for such acute services is appropriately coordinated with the delivery of services across the Greater Glasgow and Xxxxx area.  The Parties shall ensure that a group including the Chief Operating Officer for Acute Services and Chief Officers of the six Integration Joint Boards will meet regularly to discuss such respective responsibilities for Acute Services.  Both the Health Board and the Council will undertake to provide the necessary activity and financial data for service, facilities or resources that relate to the planned use of services within other Local Authority areas by people who live within the area of the Integration Joint Board 6.2 Targets, Measures and Reporting Arrangements 6.2.1 The process set out below is the means by which the Health Board and the Council will develop a list of all targets, measures and reporting arrangements that relate to any delegated functions and the extent to which responsibility for each target, measure or arrangement will lie with the Integration Joint Board.  Prior to the formal establishment of the Integration Joint Board the Health Board and the Council will identify a high level list of targets, measures and reporting arrangements which they are currently required to deliver and for which the Integration Joint Board will become responsible when it is formally established. This list will be expanded by the development for the Integration Joint Board of local performance targets consistent with all national targets in order to support: i) the achievement of the National Health and Wellbeing Outcomes; ii) the overall vision of the partnership area; and iii) any retained corporate reporting requirements of both parties; and will be further informed by the development of the Strategic Plan. The full list of performance targets and measures will be developed through the Parties’ strategic planning and performance structures, the integrated Strategic Planning Group, and approved through joint management structures and the Integration Joint Board. This will be completed by 1st April 2016 and be subject thereafter to a regular review process.  The Strategic Plan will be reviewed and monitored by the Integration Joint Board in relation to these targets and measures. 6.2.2 Where either of the Parties has targets, measures or arrangements for functions which are not delegated to the Integration Joint Board, but which are related to any functions that are delegated to the Integration Joint Board, these targets, measures and arrangements will be taken into account in the development of the Strategic Plan; and to that end, a list of these targets, measures or arrangements will be made available to the Integration Joint Board upon its formal establishment. 6.3 Support to the Integration Joint Board  The Parties agree to make available to the Integration Joint Board such professional, technical or administrative resources as are required to support the development of the Strategic Plan and the carrying out of delegated functions.  The existing planning, performance, quality assurance and development support arrangements and resources of the Parties will be used as a model for the future strategic support arrangements to the Integration Joint Board.  The Parties will reach an agreement on how this will be integrated within the annual budget setting and review processes for the Integration Joint Board.  Collaboratively, the Health Board, Council and Integration Joint Board will conduct an in-year review within the first year of the Integration Joint Board being established, to ensure the Parties are providing the level of support required. 6.4 The Integration Joint Board will establish arrangements to:  Create an organisational culture that promotes human rights and social justice; values partnership working through example; affirms the contribution of staff through the application of best practice including learning and development; and is transparent and open to innovation, continuous learning and improvement.  Ensure that integrated clinical and care governance policies are developed and regularly monitor their effective implementation.  Ensure that the rights, experience, expertise, interests and concerns of service users, carers and communities are central to the planning, governance and decision-making that informs quality of care.  Ensure that transparency and candour are demonstrated in policy, procedure and practice.  Deliver assurance that effective arrangements are in place to enable relevant health and social care professionals to be accountable for standards of care including services provided by the third and independent sector.  Ensure that there is effective engagement with all communities and partners to ensure that local needs and expectations for health and care services and improved health and wellbeing outcomes are being met.  Ensure that clear robust, accurate and timely information on the quality of service performance is effectively scrutinised and that this informs improvement priorities. This should include consideration of how partnership with the third and independent sector supports continuous improvement in the quality of health and social care service planning and delivery.  Provide assurance on effective systems that demonstrate clear learning and improvements in care processes and outcomes.  Provide assurance that staff are supported when they raise concerns in relation to practice that endangers the safety of service users and other wrong doing in line with local policies for whistleblowing and regulatory requirements.  Establish clear lines of communication and professional accountability from point of care to Executive Directors and Chief Professional Officers accountable for clinical and care governance. It is expected that this will include articulation of the mechanisms for taking account of professional advice, including validation of the quality of training and the training environment for all health and social care professionals’ training (in order to be compliant with all professional regulatory requirements).  Embed a positive, sharing and open organisational culture that creates an environment where partnership working, openness and communication is valued, staff supported and innovation promoted.  Provide a clear link between organisational and operational priorities; objectives and personal learning and development plans, ensuring that staff have access to the necessary support and education.  Implement quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. This must include details of how the needs of the most vulnerable people in communities are being met.  Implement systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population.  Implement effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance.  Develop systems to support the structured, systematic monitoring, assessment and management of risk.  Implement a co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement.  Lead improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny.  Develop mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services.  Promote planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 6.5 The foregoing arrangements will operate within a framework that will be established by the Health Board and Council for their respective functions, thereby ensuring that both bodies can continue to discharge their governance responsibilities.

Local Operational Delivery Arrangements. 6.1 The local operational arrangements agreed by the Parties are:  : 7.1 The Integration Joint Board has responsibility for the planning of services via the Strategic Plan.  The Argyll & Bute Integration Joint Board will be responsible for monitoring and reporting on performance on the delivery of those services covered by the strategic plan.  The Integration Joint Board will be responsible for operational oversight of integrated services, and through the Chief Officer, will be responsible for management of integrated services, except Acute services on which the chief officer will work closely with the Chief Operating Officer for Acute Services.  The Integration Joint Board will issue directions to the Parties taking account of the information on performance to ensure performance is maintained and improved. The Integration Joint Board along with the other five Integration Joint Boards in the Health Board area will contribute to the strategic planning and delivery of Acute Services the functions delegated to it. It will discharge those delegated functions through the partnership between the Council and the Health Board will be responsible known as the Argyll and Bute Health and Social Care Partnership. 7.2 The Partnership comprises all the necessary resources and staff allocated by The Parties, for the management purpose of Acute Services.  undertaking the functions delegated to the Argyll & Bute Integration Joint Board. 7.3 The Health Board will provide information to The Chief Officer and Parties have agreed that the Argyll & Bute Integration Joint Board on the operational delivery will: 7.3.1 Appoint a Chief Officer, who by virtue of Acute Services.  The Health Board and the six Integration Joint Boards shall ensure that the overarching Strategic Plan for Acute Services shall incorporate relevant sections of the six Integration Joint Boards’ Strategic Plans.  The Health Board appointment will consult with the six Integration Joint Boards to ensure that the overarching Strategic Plan for acute services and any plan setting out the capacity and resource levels required for the Set Aside budget for such acute services is appropriately coordinated with the delivery of services across the Greater Glasgow and Xxxxx area.  The Parties shall ensure that a group including also be the Chief Operating Officer for Acute Services and Chief Officers of the six Integration Joint Boards will meet regularly to discuss such respective responsibilities for Acute Services.  Both the Health Board and the Council will undertake to provide the necessary activity and financial data for service, facilities or resources that relate to the planned use of services within other Local Authority areas by people who live within the area of the Integration Joint Board. 6.2 Targets7.3.2 Identify a Chief Financial Officer, Measures and Reporting Arrangements 6.2.1 The process set out below is to be termed the means Section 95 Officer, who by which virtue of appointment will also be the Health Board and the Council will develop a list Chief Financial Officer of all targets, measures and reporting arrangements that relate to any delegated functions and the extent to which responsibility for each target, measure or arrangement will lie with the Integration Joint Board.  Prior to the formal establishment . 7.3.3 Convene a Strategic Planning Group as required in terms of Section 32 of the Act to enable the preparation of Strategic Plans in accordance with Section 29 of the Act; inform significant decisions outside the Strategic Plan in accordance with section 36 of the Act. The membership of the Strategic Planning Group will be refreshed by the Argyll & Bute Integration Joint Board at the Health Board beginning of each strategic planning cycle. 7.3.4 Prepare, approve and implement a Strategic Plan for all of its delegated functions, in accordance with the Council Act and supported by an integrated workforce and organisational development plan. Strategic plans will identify a high level list of targets, measures and reporting arrangements which they are currently required to deliver and for which detail how the Argyll & Bute Integration Joint Board will become responsible when it is formally established. This list will be expanded by the development deliver on its responsibilities for the Integration Joint Board of local performance targets consistent with all national targets children’s services planning and delivery as described in order to support: i) the achievement section 58 of the National Health and Wellbeing Outcomes; ii) the overall vision of the partnership area; and iii) any retained corporate reporting requirements of both parties; and will be further informed by the development of the Strategic PlanAct. The full list of performance targets and measures will be developed through the Parties’ strategic planning and performance structures, the integrated Strategic Planning Group, and approved through joint management structures and the Integration Joint Board. This will be completed by 1st April 2016 and be subject thereafter to a regular review process.  The first Strategic Plan will be reviewed presented by the Chief Officer for approval, within the timeline set out by the Scottish Government, in accordance with section 29(5) of the Act. 7.3.5 Establish a process to identify and monitored put in place the corporate support required by the Integration Joint Board in relation to these targets fulfil its duty and measures. 6.2.2 Where either of functions. The Parties will agree via the Parties has targetsestablished Integration Programme Board an arrangement whereby professional, measures or arrangements for functions which are not delegated to the Integration Joint Board, but which are related to any functions that are delegated to the Integration Joint Board, these targets, measures technical and arrangements will be taken into account in the development of the Strategic Plan; and to that end, a list of these targets, measures or arrangements administrative services will be made available to the Integration Joint joint Board upon its formal establishment. 6.3 Support for the purpose of preparing a 3 year Strategic Plan and carrying out the delegated functions. The Partnership will, by April 1st 2015: • Identify the corporate resources currently utilised to deliver the delegated functions. • Agree with the Integration Joint Board  the corporate support services required to fully discharge its duties under the Act. • NHS Highland and Argyll and Bute will review, in 2015/16, that the provision of corporate support is adequate to the needs of the Integration joint Board and the delegated functions. • NHS Highland and Argyll and Bute Council will agree how the provision of corporate support services is integrated within the annual budget. 7.3.6 Establish a standing Health and Care Sub Committee to focus on clinical and care governance, including (where necessary) to make recommendations to either or both Parties. 7.3.7 Establish a standing Audit Committee to focus on financial and internal audit, including (where necessary) to make recommendations to either or both Parties. 7.3.8 Establish a standing Staff Partnership/Trade Union Forum to focus on applying the principles of staff governance across services in partnership with Trade Unions and where necessary to make recommendations to either, or both Parties. 7.3.9 Establish arrangements for locality planning in support of key outcomes for Argyll and Bute. 7.3.10 Agree an annual work plan, setting out key objectives for the year. 7.3.11 Maintain and routinely review an integrated strategic risk register. 7.3.12 Prepare and implement a Communication and Involvement Strategy that is supported by and contributes to local Community Planning Partnership arrangements. 7.3.13 Approve the allocation of resources to deliver the 3 Year Strategic Plan within the specific revenue and capital budgets as delegated by The Parties agree (in accordance with the standing financial instructions/orders of both Parties), and where necessary make recommendations to make available either or both Parties. 7.3.14 Prepare and publish an annual financial statement that sets out, in relation to the 3 Year Strategic Plan to which it relates, the amount that the Argyll & Bute Integration Joint Board such professionalintends to spend in implementing the Strategic Plan, technical or administrative resources as are required to support in accordance with section 42 of the development Act. 7.3.15 Prepare an annual performance report on the delivery of the Strategic Plan and the carrying out of delegated functions.  The existing planning, performance, quality assurance and development support arrangements and resources in accordance with section 42 of the Parties will be used as a model for Act. 7.3.16 Receive and act upon an annual report from the future strategic support arrangements to the Integration Joint Board.  Chief Social Work Officer. 7.3.17 Receive and act upon quarterly reports in respects of Performance, Clinical and Care Governance, Communication and Public Involvement, Workforce Planning and Staff Governance and Quality Improvement. 7.4 The Parties will reach an agreement on how this will be integrated within the annual budget setting and review processes retain responsibility for the Integration Joint Board.  Collaboratively, the Health Board, Council and Integration Joint Board will conduct an in-year review within the first year of the Integration Joint Board being established, to ensure the Parties are providing the level of support required. 6.4 The Integration Joint Board will establish arrangements to:  Create an organisational culture that promotes human rights and social justice; values partnership working through example; affirms the contribution of staff through the application of best practice including learning and development; and is transparent and open to innovation, continuous learning and improvement.  Ensure that integrated clinical and care governance policies are developed and regularly monitor their effective implementation.  Ensure that the rights, experience, expertise, interests and concerns of service users, carers and communities are central to the planning, governance and decision-making that informs quality of care.  Ensure that transparency and candour are demonstrated in policy, procedure and practice.  Deliver assurance that effective arrangements are in place to enable relevant health and social care professionals to be accountable for standards of care including services provided by the third and independent sector.  Ensure that there is effective engagement with all communities and partners to ensure that local needs and expectations for health and care services and improved health and wellbeing outcomes are being met.  Ensure that clear robust, accurate and timely information on assuring the quality and safety of service performance is effectively scrutinised services commissioned from the Third and that this informs improvement priorities. This should include consideration of how partnership Independent sectors in accordance with the third and independent sector supports continuous improvement in the quality of health and social care service planning and delivery.  Provide assurance on effective systems that demonstrate clear learning and improvements in care processes and outcomes.  Provide assurance that staff are supported when they raise concerns in relation to practice that endangers the safety of service users and other wrong doing in line with local policies for whistleblowing and regulatory requirements.  Establish clear lines of communication and professional accountability from point of care to Executive Directors and Chief Professional Officers accountable for clinical and care governance. It is expected that this will include articulation of the mechanisms for taking account of professional advice, including validation of the quality of training and the training environment for all health and social care professionals’ training (in order to be compliant with all professional regulatory requirements).  Embed a positive, sharing and open organisational culture that creates an environment where partnership working, openness and communication is valued, staff supported and innovation promoted.  Provide a clear link between organisational and operational priorities; objectives and personal learning and development plans, ensuring that staff have access to the necessary support and education.  Implement quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. This must include details of how the needs of the most vulnerable people in communities are being met.  Implement systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population.  Implement effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance.  Develop systems to support the structured, systematic monitoring, assessment and management of risk.  Implement a co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement.  Lead improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny.  Develop mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services.  Promote planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning cultureStrategic Plan. 6.5 The foregoing arrangements will operate within a framework that will be established by the Health Board and Council for their respective functions, thereby ensuring that both bodies can continue to discharge their governance responsibilities.

Local Operational Delivery Arrangements. 6.1 5.1 The local operational arrangements agreed by the Parties are:  • The Integration Joint Board has responsibility for the planning of services via the Strategic Plan.  • The Integration Joint Board will be responsible for monitoring and reporting on performance on the delivery of those services covered by the strategic plan.  • The Integration Joint Board will be responsible for operational oversight of integrated servicesservices and, and through the Chief Officer, will be responsible for management of integrated services, except Acute services on which the chief officer Chief Officer will work closely with the Chief Operating Officer for Acute Services.  • The Integration Joint Board will issue directions to the Parties taking account of the information on performance to ensure performance is maintained and improved. The Integration Joint Board along with the other five Integration Joint Boards in the Health Board area will contribute to the strategic planning of Acute Services and the Health Board will be responsible for the management of Acute Services.  • The Health Board will provide information to The the Chief Officer and the Integration Joint Board on the operational delivery of Acute Services.  • The Health Board and the six Integration Joint Boards shall will ensure that the overarching Strategic Plan for Acute Services shall incorporate incorporates relevant sections of the six Integration Joint Boards’ Strategic Plans.  • The Health Board will consult with the six Integration Joint Boards to ensure that the overarching Strategic Plan for acute services Acute Services and any plan setting out the capacity and resource levels required for the Set Aside budget for such acute services is appropriately coordinated with the delivery of services across the Greater Glasgow and Xxxxx area.  • The Parties shall ensure that a group including the Chief Operating Officer for Acute Services and Chief Officers of the six Integration Joint Boards will meet regularly to discuss such respective responsibilities for Acute Services.  • Both the Health Board and the Council will undertake to provide the necessary activity and financial data for serviceservices, facilities or resources that relate to the planned use of services within other Local Authority areas by people who live within the area of the Integration Joint Board 6.2 Targets, Measures and Reporting Arrangements 6.2.1 The process set out below is the means by which the Health Board and the Council will develop a list of all targets, measures and reporting arrangements that relate to any delegated functions and the extent to which responsibility for each target, measure or arrangement will lie with the Integration Joint Board.  Prior to the formal establishment of the Integration Joint Board the Health Board and the Council will identify a high level list of targets, measures and reporting arrangements which they are currently required to deliver and for which the Integration Joint Board will become responsible when it is formally established. This list will be expanded by the development for the Integration Joint Board of local performance targets consistent with all national targets in order to support: i) the achievement of the National Health and Wellbeing Outcomes; ii) the overall vision of the partnership area; and iii) any retained corporate reporting requirements of both parties; and will be further informed by the development of the Strategic Plan. The full list of performance targets and measures will be developed through the Parties’ strategic planning and performance structures, the integrated Strategic Planning Group, and approved through joint management structures and the Integration Joint Board. This will be completed by 1st April 2016 and be subject thereafter to a regular review process.  The Strategic Plan will be reviewed and monitored by the Integration Joint Board in relation to these targets and measures. 6.2.2 Where either of the Parties has targets5.2 The IJB will provide assurance that systems, measures or arrangements for functions which are not delegated to the Integration Joint Board, but which are related to any functions that are delegated to the Integration Joint Board, these targets, measures and arrangements will be taken into account in the development of the Strategic Plan; and to that end, a list of these targets, measures or arrangements will be made available to the Integration Joint Board upon its formal establishment. 6.3 Support to the Integration Joint Board  The Parties agree to make available to the Integration Joint Board such professional, technical or administrative resources as are required to support the development of the Strategic Plan and the carrying out of delegated functions.  The existing planning, performance, quality assurance and development support arrangements procedures and resources of the Parties will be used as a model for the future strategic support arrangements to the Integration Joint Board.  The Parties will reach an agreement on how this will be integrated within the annual budget setting and review processes for the Integration Joint Board.  Collaboratively, the Health Board, Council and Integration Joint Board will conduct an in-year review within the first year of the Integration Joint Board being established, to ensure the Parties are providing the level of support required. 6.4 The Integration Joint Board will establish arrangements to:  Create an organisational culture that promotes human rights and social justice; values partnership working through example; affirms the contribution of staff through the application of best practice including learning and development; and is transparent and open to innovation, continuous learning and improvement.  Ensure that integrated clinical and care governance policies are developed and regularly monitor their effective implementation.  Ensure that the rights, experience, expertise, interests and concerns of service users, carers and communities are central to the planning, governance and decision-making that informs quality of care.  Ensure that transparency and candour are demonstrated in policy, procedure and practice.  Deliver assurance that effective arrangements are in place to enable relevant health monitor, manage and social care professionals deliver the functions and services delegated to be accountable for standards of care including services provided by the third and independent sector.  Ensure that there is effective engagement with all communities and partners to ensure that local needs and expectations for health and care services and improved health and wellbeing outcomes are being met.  Ensure that clear robust, accurate and timely information on the quality of service performance is effectively scrutinised and that this informs improvement prioritiesit. This should include consideration of how partnership with assurance will be based on regular performance reporting including the third annual performance report which will be provided to the Parties, and independent sector supports continuous improvement in through the quality of health and social care service strategic planning and deliveryprocess.  Provide assurance on effective systems that demonstrate clear learning and improvements in care processes and outcomes.  Provide assurance that staff are supported when they raise concerns Where an Integration Joint Board is also the host in relation to practice that endangers a Service in Annex 3, the safety of service users and other wrong doing in line with local policies for whistleblowing and regulatory requirements.  Establish clear lines of communication and professional accountability from point of care to Executive Directors and Chief Professional Officers accountable for clinical and care governance. Parties will recommend that: • It is expected that this responsible for the operational oversight of such Service(s) • Through its Chief Officer will include articulation be responsible for the operational management on behalf of all the Integration Joint Boards within Greater Glasgow and Xxxxx area; and • Such Host Partnership will be responsible for the strategic planning and operational budget of the mechanisms for taking account of professional advice, including validation of the quality of training and the training environment for all health and social care professionals’ training (Host Partnership Services in order to be compliant with all professional regulatory requirements).  Embed a positive, sharing and open organisational culture that creates an environment where partnership working, openness and communication is valued, staff supported and innovation promoted.  Provide a clear link between organisational and operational priorities; objectives and personal learning and development plans, ensuring that staff have access to the necessary support and education.  Implement quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. This must include details of how the needs of the most vulnerable people in communities are being met.  Implement systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population.  Implement effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance.  Develop systems to support the structured, systematic monitoring, assessment and management of risk.  Implement a co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement.  Lead improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny.  Develop mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services.  Promote planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning cultureAnnex 3. 6.5 The foregoing arrangements will operate within a framework that will be established by the Health Board and Council for their respective functions, thereby ensuring that both bodies can continue to discharge their governance responsibilities.

Local Operational Delivery Arrangements. 6.1 7.1 The local operational arrangements agreed by Parties understand that the Parties are:  The Integration Joint Board has responsibility for the planning of services via the Strategic Plan.  The Integration Joint Board will be responsible for monitoring the strategic planning of its integrated services as set out in Annexes 1 and reporting 2 of this Scheme. 7.2 The Parties agree that the Strategic Plan will provide direction for the Integration Joint Board‘s performance framework, identifying local priorities and associated local outcomes and taking into account national guidance on performance the core indicators for integration. 7.3 The Integration Joint Board is responsible for the arrangements for stakeholder engagement in the production of the Strategic Plan and the development of locality arrangements to support the development of the Strategic Plan. The consultation process for the Strategic Plan will include other Integration Authorities likely to be affected by the Strategic Plan, and the Parties as consultees. Through this process the Integration Joint Board will assure itself that the Strategic Plan does not have a negative impact on the plans of the other Integration Authorities within the Health Board area. 7.4 The Parties will provide any necessary activity and financial data for services, facilities or resources that relate to the planned use of services provided by other Health Boards or within other local authority areas by people who live within West Dunbartonshire; and commit to an in-year review during the first year between the Parties and the Integration Joint Board to ensure that the necessary support and information are being provided. 7.5 Arrangements for NHS acute hospitals and Health Board Acute Division services most commonly associated with the emergency care pathway will require joint planning with the other Integration Authorities within the Health Board area; and with the Health Board which retains operational responsibility for the delivery of those services covered by these services. 7.6 The Health Board and the strategic plan.  Council agree that where they intend to change service provision of non-integrated functions that may have an impact on the Strategic Plan, they will advise the Integration Joint Board. 7.7 The Parties understand that the Integration Joint Board will be responsible for assuring itself that systems, procedures and resources are in place to monitor, manage and deliver the functions and services delegated to it. This assurance will be based on regular performance reporting, including the annual performance report; and through the strategic planning process. 7.8 In accordance with Section 26 of the Act, the Integration Joint Board will direct the Council and the Health Board to carry out each function delegated to the Integration Joint Board. Payment will be made by the Integration Joint Board to the Parties to enable the delivery of these functions in accordance with the Strategic Plan. 7.9 The Integration Joint Board is responsible for the operational oversight of the Health & Social Care Partnership, which is the joint delivery vehicle for those integrated services delegated to the Integration Joint Board (except for NHS acute hospital services, ); and through the Chief Officer, will be responsible for management of integrated services, except Acute services on which the chief officer will work closely with the Chief Operating Officer for Acute Services.  The Integration Joint Board will issue directions to the Parties taking account of the information on performance to ensure performance is maintained and improved. The Integration Joint Board along with the other five Integration Joint Boards in the Health Board area will contribute to the strategic planning of Acute Services and the Health Board who will be responsible for the operational management of Acute Servicessaid Health & Social Care Partnership.  The These arrangements for integrated service delivery will be conducted within an operational service delivery framework established by the Health Board and Council for their respective functions, ensuring both parties can continue to discharge their governance responsibilities. 7.10 The Parties agree that the management of NHS acute hospital services will provide information be retained within the Health Board. The Parties agree that the Health Board Chief Executive will ensure provision of updates on a regular basis to The the Chief Officer and the Integration Joint Board on the operational delivery of Acute Services.  The Health Board and the six Integration Joint Boards shall ensure that the overarching Strategic Plan for Acute Services shall incorporate relevant sections of the six Integration Joint Boards’ Strategic Plans.  The Health Board will consult with the six Integration Joint Boards NHS acute hospital services delegated to ensure that the overarching Strategic Plan for acute services and any plan setting out the capacity and resource levels required for the Set Aside budget for such acute services is appropriately coordinated with the delivery of services across the Greater Glasgow and Xxxxx area.  The Parties shall ensure that a group including the Chief Operating Officer for Acute Services and Chief Officers of the six Integration Joint Boards will meet regularly to discuss such respective responsibilities for Acute Services.  Both the Health Board and the Council will undertake to provide the necessary activity and financial data for service, facilities or resources that relate to the planned use of services within other Local Authority areas by people who live within the area of the Integration Joint Board. 6.2 Targets, Measures and Reporting Arrangements 6.2.1 7.11 The process set out below is the means by which the Health Board and the Council will develop a list of all targets, measures and reporting arrangements that relate Parties are committed to any delegated functions and the extent to which responsibility for each target, measure or arrangement will lie with supporting the Integration Joint Board.  Prior to , providing the formal establishment of the Integration Joint Board the Health Board and the Council will identify a high level list of targetsprofessional, measures and reporting arrangements which they are currently technical or administrative support required to deliver and for which the Integration Joint Board will become responsible when it is formally established. This list will be expanded by the development for the Integration Joint Board of local performance targets consistent with all national targets in order to support: i) the achievement of the National Health and Wellbeing Outcomes; ii) the overall vision of the partnership area; and iii) any retained corporate reporting requirements of both parties; and will be further informed by the development of the Strategic Plan, and the oversight and delivery of the integration functions (including information, financial and public health support and analysis). The full list of performance targets support arrangements and measures resources put in place for the predecessor community health and care partnership will be developed through used as a model for the Parties’ future strategic planning support; and performance structureswill be regularly reviewed by the Health Board, the integrated Strategic Planning Group, and approved through joint management structures Council and the Integration Joint Board. 7.12 The Parties will identify a core set of indicators that relate to integrated services from publicly accountable and national indicators and targets by 31st March 2016. This The Parties will share all performance information, targets and indicators with the Integration Joint Board; provide information on the data gathering and reporting requirements for performance targets and improvement measures; and clarify where the responsibility for each measure lies, whether in full or in part. Where there is an ongoing requirement in respect of organisational accountability for a performance target for the Health Board or Council this will be completed by 1st April 2016 and be subject thereafter to a regular review process.  The Strategic Plan will be reviewed and monitored taken into account by the Integration Joint Board in relation to these when preparing the Strategic Plan. The performance targets and measures. 6.2.2 Where either improvement measures will be linked to the national and local Outcomes to assess the timeframe and the scope of change. Improvement measures will be a combination of existing and new measures that will allow assessment at local level. The core set of indicators will be reviewed regularly to ensure the improvement measures contained continue to be relevant and reflective of the national and local Outcomes to which they are aligned. The Parties has will also prepare a list of any targets, measures or and arrangements for which relate to functions of the Parties, which are not delegated to the Integration Joint Board, but which are related affected by the performance and funding of integration functions and which are to any functions that are delegated to the Integration Joint Board, these targets, measures and arrangements will be taken into account in the development of the Strategic Plan; and to that end, a list of these targets, measures or arrangements will be made available to by the Integration Joint Board upon its formal establishment. 6.3 Support to the Integration Joint Board  The Parties agree to make available to the Integration Joint Board such professional, technical or administrative resources as are required to support the development of when preparing the Strategic Plan and the carrying out of delegated functionsPlan.  The existing planning, performance, quality assurance and development support arrangements and resources of the Parties This work will be used as a model for the future strategic support arrangements completed by 31st March 2016, and thereafter subject to the Integration Joint Board.  The Parties will reach an agreement on how this will be integrated within the annual budget setting and review processes for the Integration Joint Board.  Collaboratively, the Health Board, Council and Integration Joint Board will conduct an inon-year review within the first year of the Integration Joint Board being established, to ensure the Parties are providing the level of support requiredgoing review. 6.4 The Integration Joint Board will establish arrangements to:  Create an organisational culture that promotes human rights and social justice; values partnership working through example; affirms the contribution of staff through the application of best practice including learning and development; and is transparent and open to innovation, continuous learning and improvement.  Ensure that integrated clinical and care governance policies are developed and regularly monitor their effective implementation.  Ensure that the rights, experience, expertise, interests and concerns of service users, carers and communities are central to the planning, governance and decision-making that informs quality of care.  Ensure that transparency and candour are demonstrated in policy, procedure and practice.  Deliver assurance that effective arrangements are in place to enable relevant health and social care professionals to be accountable for standards of care including services provided by the third and independent sector.  Ensure that there is effective engagement with all communities and partners to ensure that local needs and expectations for health and care services and improved health and wellbeing outcomes are being met.  Ensure that clear robust, accurate and timely information on the quality of service performance is effectively scrutinised and that this informs improvement priorities. This should include consideration of how partnership with the third and independent sector supports continuous improvement in the quality of health and social care service planning and delivery.  Provide assurance on effective systems that demonstrate clear learning and improvements in care processes and outcomes.  Provide assurance that staff are supported when they raise concerns in relation to practice that endangers the safety of service users and other wrong doing in line with local policies for whistleblowing and regulatory requirements.  Establish clear lines of communication and professional accountability from point of care to Executive Directors and Chief Professional Officers accountable for clinical and care governance. It is expected that this will include articulation of the mechanisms for taking account of professional advice, including validation of the quality of training and the training environment for all health and social care professionals’ training (in order to be compliant with all professional regulatory requirements).  Embed a positive, sharing and open organisational culture that creates an environment where partnership working, openness and communication is valued, staff supported and innovation promoted.  Provide a clear link between organisational and operational priorities; objectives and personal learning and development plans, ensuring that staff have access to the necessary support and education.  Implement quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. This must include details of how the needs of the most vulnerable people in communities are being met.  Implement systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population.  Implement effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance.  Develop systems to support the structured, systematic monitoring, assessment and management of risk.  Implement a co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement.  Lead improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny.  Develop mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services.  Promote planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 6.5 The foregoing arrangements will operate within a framework that will be established by the Health Board and Council for their respective functions, thereby ensuring that both bodies can continue to discharge their governance responsibilities.

Local Operational Delivery Arrangements. 6.1 The local operational arrangements agreed by the Parties are:  : 4.1 The Integration Joint Board has a responsibility for the planning of services via Services. This will be achievedthrough the Strategic Plan. 4.2 The Integration Joint Board directs the Parties to deliver services in accordance with the StrategicPlan. 4.3 The Integration Joint Board, through the Chief Officer, is responsible for the operational oversight of Integrated Services, through the issuing and monitoring of Directions. 4.4 The Chief Officer as Director of Health and Social Care will be responsible for the operational management of Integrated Services in line with the Parties respective Schemes of Delegation. 4.5 The Integration Joint Board is responsible for the planning of Acute Services in partnership with the hospital sector, for those hospital services most commonly associated with the urgent, unscheduled and emergency care pathways, alongside primary and community health care and social care.  The Act and regulations require that the budget for these hospital services for Fife’s populationis included in the scope of the strategic plan. The Director of Acute Services will be a member of the IJB Strategic Planning Group. In line with the Act NHS Fife is required to provide financial, activity and performance monitoring reports to the Chief Officer and Integration Joint Board at a frequency in line with the IJB performance framework and directions. The Chief Officer and Director of Acute Services will work closely together to support a coherent single cross-sector system. An Accountability Framework has been developed between the Parties to ensure there is a clear understanding of the balance of risk between this integration authority and NHS Fife and how any variances will be addressed in line with national guidance on financial planning for large hospital services and hosted services. 4.6 The Integration Joint Board will be responsible for monitoring and reporting on performance on in relation to the oversight of delivery of those services covered by the strategic planintegrated services.  The This Integration Joint Board will be responsible receive detailed work plans and reports from the Parties outlining the key objectives for operational oversight the year against the delivery of integrated services, and through the Chief Officer, will be responsible for management of integrated services, except Acute services on which the chief officer will work closely with the Chief Operating Officer for Acute ServicesStrategic Plan.  The This Integration Joint Board will issue directions receive reports for performance monitoring and for informing the future Strategic Plans from the Parties. 4.7 The Parties have identified a core set of indicators that relate to services from publicly accountable and national indicators and targets that the Parties currently report against. A list of indicators and measures which relate to integration functions are collated to form a Performance Framework which provides information on the data gathering and reporting requirements for performance targets and improvement measures. The Parties will share all performance information, targets and indicators with the Chief Officer and Head of Strategic Planning, Performance and Commissioning to enable an Integrated Performance Report to be presented to this Integration Joint Board. The improvement measures are a combination of existing and new measures that will allow assessment at local level. The performance targets and improvement measures are linked to the Parties taking national and local Outcomes to assess the timeframe and the scope of change. 4.8 The Performance Framework also states where the responsibility for each measure lies, whether in full or in part. Where there is an ongoing requirement in respect of organisational accountability for a performance target for NHS Fife or Fife Council, this is taken into account of the information on performance to ensure performance is maintained and improved. The by this Integration Joint Board along with when preparing the other five Strategic Plan and is requested through the use of Directions and a suite of performance measures reported to the IJB. 4.9 The Performance Framework is used to prepare a list of any targets, measures and arrangements which relate to functions of the Parties, which are not delegated to this Integration Joint Boards in Board, but which are affected by the Health performance and funding of integration functions and which are to be taken account of by this Integration Joint Board area when preparing the Strategic Plan. Information will contribute be requested through the use of Directions and a suite of performance measures reported to the strategic planning IJB. 4.10 The Performance Framework is reviewed regularly to ensure the improvement measures it contains continue to be relevant and reflective of Acute Services the national and local Outcomes to which they are aligned. 4.11 In line with Section 43 of the Health Board will be responsible for the management of Acute Services.  The Health Board will provide information to The Chief Officer and Act the Integration Joint Board on will prepare an Annual Performance Report for the operational reporting year relating to the planning and carrying out of integrated functions and delivery of Acute Servicesthe Strategic Plan.  The Health Board and parties are required to provide the six information to the Chief Officer that this Integration Joint Boards shall ensure Board may reasonably require for the purpose of preparing the Annual Performance Report and Strategic Plan. 4.12 The Parties provide support to this Integration Joint Board for the functions, including the effective monitoring and reporting of targets and measures in line with the Strategic Plan and National Reporting Framework. 4.13 The reporting and measurement arrangements are reviewed regularly in line with the Strategic Plan and any emerging guidance. A range of performance monitoring reports covering both finance and activity measures is in place. 4.14 The Parties provide support to the Integration Joint Board for the functions, including the effective monitoring and reporting of targets and measures and delivery of the Strategic Plan. 4.15 The Parties agree that the overarching Strategic Plan for Acute Services shall incorporate relevant sections current support will continue until new models of the six service delivery have been developed. 4.16 The NHS Fife Board will share with this Integration Joint Boards’ Strategic Plans.  The Health Board will consult with the six Integration Joint Boards to ensure that the overarching Strategic Plan for acute services and any plan setting out the capacity and resource levels required for the Set Aside budget for such acute services is appropriately coordinated with the delivery of services across the Greater Glasgow and Xxxxx area.  The Parties shall ensure that a group including the Chief Operating Officer for Acute Services and Chief Officers of the six Integration Joint Boards will meet regularly to discuss such respective responsibilities for Acute Services.  Both the Health Board and the Council will undertake to provide the necessary activity and financial data for serviceservices, facilities or and resources that relate to the planned use of services within other Local Authority areas by people who live use services within the area of the Fife for its services and for those provided by other health boards. 4.17 Fife Council will share with this Integration Joint Board 6.2 TargetsBoard necessary activity and financial data for services, Measures facilities and Reporting Arrangements 6.2.1 The process set out below is the means by which the Health Board and the Council will develop a list of all targets, measures and reporting arrangements resources that relate to any delegated functions the planned use of services by people who use services within Fife for its services and for those provided by other councils. 4.18 The Chief Officer will ensure that, where there is an impact of the extent to which responsibility for each target, measure or arrangement will lie with Strategic Plan on the Integration Joint Board.  Prior Authorities for the Council areas within the health board areas of Tayside, Forth Valley and Lothian, then arrangements will be in place to identify any risks and management plans required. 4.19 The Parties will ensure that their officers acting jointly will consider the formal establishment Strategic Plan of the other Integration Joint Boards or this Integration Authorities for the Council areas within the health board areas of Tayside, Forth Valley and Lothian to ensure that they do not prevent the Parties and Fife’s Integration Joint Board the Health Board from carrying out their functions appropriately and the Council will identify a high level list of targets, measures in accordance with this Integration Planning and reporting arrangements which Delivery principles and to ensure that they are currently required contribute to deliver and for which the Integration Joint Board will become responsible when it is formally established. This list will be expanded by the development for the Integration Joint Board of local performance targets consistent with all national targets in order to support: i) the achievement of achieving the National Health and Wellbeing Outcomes; ii) the overall vision of the partnership area; and iii) any retained corporate reporting requirements of both parties; and will be further informed by the development of the Strategic Plan. The full list of performance targets and measures will be developed through the Parties’ strategic planning and performance structures, the integrated Strategic Planning Group, and approved through joint management structures and the Integration Joint Board. This will be completed by 1st April 2016 and be subject thereafter to a regular review process.  The Strategic Plan will be reviewed and monitored by the Integration Joint Board in relation to these targets and measures. 6.2.2 Where either of the Parties has targets, measures or arrangements for functions which are not delegated to the Integration Joint Board, but which are related to any functions that are delegated to the Integration Joint Board, these targets, measures and arrangements will be taken into account in the development of the Strategic Plan; and to that end, a list of these targets, measures or arrangements will be made available to the Integration Joint Board upon its formal establishment. 6.3 Support to the Integration Joint Board  The Parties agree to make available to the Integration Joint Board such professional, technical or administrative resources as are required to support the development of the Strategic Plan and the carrying out of delegated functions.  The existing planning, performance, quality assurance and development support arrangements and resources of the Parties will be used as a model for the future strategic support arrangements to the Integration Joint Board.  The Parties will reach an agreement on how this will be integrated within the annual budget setting and review processes for the Integration Joint Board.  Collaboratively, the Health Board, Council and Integration Joint Board will conduct an in-year review within the first year of the Integration Joint Board being established, to ensure the Parties are providing the level of support required. 6.4 The Integration Joint Board will establish arrangements to:  Create an organisational culture that promotes human rights and social justice; values partnership working through example; affirms the contribution of staff through the application of best practice including learning and development; and is transparent and open to innovation, continuous learning and improvement.  Ensure that integrated clinical and care governance policies are developed and regularly monitor their effective implementation.  Ensure that the rights, experience, expertise, interests and concerns of service users, carers and communities are central to the planning, governance and decision-making that informs quality of care.  Ensure that transparency and candour are demonstrated in policy, procedure and practice.  Deliver assurance that effective arrangements are in place to enable relevant health and social care professionals to be accountable for standards of care including services provided by the third and independent sector.  Ensure that there is effective engagement with all communities and partners to ensure that local needs and expectations for health and care services and improved health and wellbeing outcomes are being met.  Ensure that clear robust, accurate and timely information on the quality of service performance is effectively scrutinised and that this informs improvement priorities. This should include consideration of how partnership with the third and independent sector supports continuous improvement in the quality of health and social care service planning and delivery.  Provide assurance on effective systems that demonstrate clear learning and improvements in care processes and outcomes.  Provide assurance that staff are supported when they raise concerns in relation to practice that endangers the safety of service users and other wrong doing in line with local policies for whistleblowing and regulatory requirements.  Establish clear lines of communication and professional accountability from point of care to Executive Directors and Chief Professional Officers accountable for clinical and care governance. It is expected that this will include articulation of the mechanisms for taking account of professional advice, including validation of the quality of training and the training environment for all health and social care professionals’ training (in order to be compliant with all professional regulatory requirements).  Embed a positive, sharing and open organisational culture that creates an environment where partnership working, openness and communication is valued, staff supported and innovation promoted.  Provide a clear link between organisational and operational priorities; objectives and personal learning and development plans, ensuring that staff have access to the necessary support and education.  Implement quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. This must include details of how the needs of the most vulnerable people in communities are being met.  Implement systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population.  Implement effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance.  Develop systems to support the structured, systematic monitoring, assessment and management of risk.  Implement a co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement.  Lead improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny.  Develop mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services.  Promote planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 6.5 The foregoing arrangements will operate within a framework that will be established by the Health Board and Council for their respective functions, thereby ensuring that both bodies can continue to discharge their governance responsibilities.

Local Operational Delivery Arrangements. 6.1 The local operational arrangements agreed by the Parties are:  : 7.1 The Integration Joint Board has responsibility for the planning of services via the Strategic Plan.  The Argyll & Bute Integration Joint Board will be responsible for monitoring and reporting on performance on the delivery of those services covered by the strategic plan.  The Integration Joint Board will be responsible for operational oversight of integrated services, and through the Chief Officer, will be responsible for management of integrated services, except Acute services on which the chief officer will work closely with the Chief Operating Officer for Acute Services.  The Integration Joint Board will issue directions to the Parties taking account of the information on performance to ensure performance is maintained and improved. The Integration Joint Board along with the other five Integration Joint Boards in the Health Board area will contribute to the strategic planning and delivery of Acute Services the functions delegated to it. It will discharge those delegated functions through the partnership between the Council and the Health Board will be responsible known as the Argyll and Bute Health and Social Care Partnership. 7.2 The Partnership comprises all the necessary resources and staff allocated by The Parties, for the management purpose of Acute Services.  undertaking the functions delegated to the Argyll & Bute Integration Joint Board. 7.3 The Health Board will provide information to The Chief Officer and Parties have agreed that the Argyll & Bute Integration Joint Board on the operational delivery will: 7.3.1 Appoint a Chief Officer, who by virtue of Acute Services.  The Health Board and the six Integration Joint Boards shall ensure that the overarching Strategic Plan for Acute Services shall incorporate relevant sections of the six Integration Joint Boards’ Strategic Plans.  The Health Board appointment will consult with the six Integration Joint Boards to ensure that the overarching Strategic Plan for acute services and any plan setting out the capacity and resource levels required for the Set Aside budget for such acute services is appropriately coordinated with the delivery of services across the Greater Glasgow and Xxxxx area.  The Parties shall ensure that a group including also be the Chief Operating Officer for Acute Services and Chief Officers of the six Integration Joint Boards will meet regularly to discuss such respective responsibilities for Acute Services.  Both the Health Board and the Council will undertake to provide the necessary activity and financial data for service, facilities or resources that relate to the planned use of services within other Local Authority areas by people who live within the area of the Integration Joint Board. 6.2 Targets7.3.2 Identify a Chief Financial Officer, Measures and Reporting Arrangements 6.2.1 The process set out below is to be termed the means Section 95 Officer, who by which virtue of appointment will also be the Health Board and the Council will develop a list Chief Financial Officer of all targets, measures and reporting arrangements that relate to any delegated functions and the extent to which responsibility for each target, measure or arrangement will lie with the Integration Joint Board.  Prior to the formal establishment . 7.3.3 Convene a Strategic Planning Group as required in terms of Section 32 of the Act to enable the preparation of Strategic Plans in accordance with Section 29 of the Act; inform significant decisions outside the Strategic Plan in accordance with section 36 of the Act. The membership of the Strategic Planning Group will be refreshed by the Argyll & Bute Integration Joint Board at the Health Board beginning of each strategic planning cycle. 7.3.4 Prepare, approve and implement a Strategic Plan for all of its delegated functions, in accordance with the Council Act and supported by an integrated workforce and organisational development plan. Strategic plans will identify a high level list of targets, measures and reporting arrangements which they are currently required to deliver and for which detail how the Argyll & Bute Integration Joint Board will become responsible when it is formally established. This list will be expanded by the development deliver on its responsibilities for the Integration Joint Board of local performance targets consistent with all national targets children’s services planning and delivery as described in order to support: i) the achievement section 58 of the National Health and Wellbeing Outcomes; ii) the overall vision of the partnership area; and iii) any retained corporate reporting requirements of both parties; and will be further informed by the development of the Strategic PlanAct. The full list of performance targets and measures will be developed through the Parties’ strategic planning and performance structures, the integrated Strategic Planning Group, and approved through joint management structures and the Integration Joint Board. This will be completed by 1st April 2016 and be subject thereafter to a regular review process.  The first Strategic Plan will be reviewed presented by the Chief Officer for approval, within the timeline set out by the Scottish Government, in accordance with section 29(5) of the Act. 7.3.5 Establish a process to identify and monitored put in place the corporate support required by the Integration Joint Board in relation to these targets fulfil its duty and measures. 6.2.2 Where either of functions. The Parties will agree via the Parties has targetsestablished Integration Programme Board an arrangement whereby professional, measures or arrangements for functions which are not delegated to the Integration Joint Board, but which are related to any functions that are delegated to the Integration Joint Board, these targets, measures technical and arrangements will be taken into account in the development of the Strategic Plan; and to that end, a list of these targets, measures or arrangements administrative services will be made available to the Integration Joint joint Board upon its formal establishment. 6.3 Support for the purpose of preparing a 3 year Strategic Plan and carrying out the delegated functions. The Partnership will, by April 1st 2015:  Identify the corporate resources currently utilised to deliver the delegated functions.  Agree with the Integration Joint Board the corporate support services required to fully discharge its duties under the Act.  NHS Highland and Argyll and Bute will review, in 2015/16, that the provision of corporate support is adequate to the needs of the Integration joint Board and the delegated functions.  NHS Highland and Argyll and Bute Council will agree how the provision of corporate support services is integrated within the annual budget. 7.3.6 Establish a standing Health and Care Sub Committee to focus on clinical and care governance, including (where necessary) to make recommendations to either or both Parties. 7.3.7 Establish a standing Audit Committee to focus on financial and internal audit, including (where necessary) to make recommendations to either or both Parties. 7.3.8 Establish a standing Staff Partnership/Trade Union Forum to focus on applying the principles of staff governance across services in partnership with Trade Unions and where necessary to make recommendations to either, or both Parties. 7.3.9 Establish arrangements for locality planning in support of key outcomes for Argyll and Bute. 7.3.10 Agree an annual work plan, setting out key objectives for the year. 7.3.11 Maintain and routinely review an integrated strategic risk register. 7.3.12 Prepare and implement a Communication and Involvement Strategy that is supported by and contributes to local Community Planning Partnership arrangements. 7.3.13 Approve the allocation of resources to deliver the 3 Year Strategic Plan within the specific revenue and capital budgets as delegated by The Parties agree (in accordance with the standing financial instructions/orders of both Parties), and where necessary make recommendations to make available either or both Parties. 7.3.14 Prepare and publish an annual financial statement that sets out, in relation to the 3 Year Strategic Plan to which it relates, the amount that the Argyll & Bute Integration Joint Board such professionalintends to spend in implementing the Strategic Plan, technical or administrative resources as are required to support in accordance with section 42 of the development Act. 7.3.15 Prepare an annual performance report on the delivery of the Strategic Plan and the carrying out of delegated functions.  The existing planning, performance, quality assurance and development support arrangements and resources in accordance with section 42 of the Parties will be used as a model for Act. 7.3.16 Receive and act upon an annual report from the future strategic support arrangements to the Integration Joint Board.  Chief Social Work Officer. 7.3.17 Receive and act upon quarterly reports in respects of Performance, Clinical and Care Governance, Communication and Public Involvement, Workforce Planning and Staff Governance and Quality Improvement. 7.4 The Parties will reach an agreement on how this will be integrated within the annual budget setting and review processes retain responsibility for the Integration Joint Board.  Collaboratively, the Health Board, Council and Integration Joint Board will conduct an in-year review within the first year of the Integration Joint Board being established, to ensure the Parties are providing the level of support required. 6.4 The Integration Joint Board will establish arrangements to:  Create an organisational culture that promotes human rights and social justice; values partnership working through example; affirms the contribution of staff through the application of best practice including learning and development; and is transparent and open to innovation, continuous learning and improvement.  Ensure that integrated clinical and care governance policies are developed and regularly monitor their effective implementation.  Ensure that the rights, experience, expertise, interests and concerns of service users, carers and communities are central to the planning, governance and decision-making that informs quality of care.  Ensure that transparency and candour are demonstrated in policy, procedure and practice.  Deliver assurance that effective arrangements are in place to enable relevant health and social care professionals to be accountable for standards of care including services provided by the third and independent sector.  Ensure that there is effective engagement with all communities and partners to ensure that local needs and expectations for health and care services and improved health and wellbeing outcomes are being met.  Ensure that clear robust, accurate and timely information on assuring the quality and safety of service performance is effectively scrutinised services commissioned from the Third and that this informs improvement priorities. This should include consideration of how partnership Independent sectors in accordance with the third and independent sector supports continuous improvement in the quality of health and social care service planning and delivery.  Provide assurance on effective systems that demonstrate clear learning and improvements in care processes and outcomes.  Provide assurance that staff are supported when they raise concerns in relation to practice that endangers the safety of service users and other wrong doing in line with local policies for whistleblowing and regulatory requirements.  Establish clear lines of communication and professional accountability from point of care to Executive Directors and Chief Professional Officers accountable for clinical and care governance. It is expected that this will include articulation of the mechanisms for taking account of professional advice, including validation of the quality of training and the training environment for all health and social care professionals’ training (in order to be compliant with all professional regulatory requirements).  Embed a positive, sharing and open organisational culture that creates an environment where partnership working, openness and communication is valued, staff supported and innovation promoted.  Provide a clear link between organisational and operational priorities; objectives and personal learning and development plans, ensuring that staff have access to the necessary support and education.  Implement quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. This must include details of how the needs of the most vulnerable people in communities are being met.  Implement systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population.  Implement effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance.  Develop systems to support the structured, systematic monitoring, assessment and management of risk.  Implement a co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement.  Lead improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny.  Develop mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services.  Promote planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning cultureStrategic Plan. 6.5 The foregoing arrangements will operate within a framework that will be established by the Health Board and Council for their respective functions, thereby ensuring that both bodies can continue to discharge their governance responsibilities.

Local Operational Delivery Arrangements. 6.1 The local operational arrangements agreed by the Parties are:  • The Integration Joint Board has responsibility for the planning of services via the Strategic Plan.  • The Integration Joint Board will be responsible for monitoring and reporting on performance on the delivery of those services covered by the strategic plan.  • The Integration Joint Board will be responsible for operational oversight of integrated services, and through the Chief Officer, will be responsible for management of integrated services, except Acute services on which the chief officer will work closely with the Chief Operating Officer for Acute Services.  • The Integration Joint Board will issue directions to the Parties taking account of the information on performance to ensure performance is maintained and improved. The Integration Joint Board along with the other five Integration Joint Boards in the Health Board area will contribute to the strategic planning of Acute Services and the Health Board will be responsible for the management of Acute Services.  • The Health Board will provide information to The Chief Officer and the Integration Joint Board on the operational delivery of Acute Services.  • The Health Board and the six Integration Joint Boards shall ensure that the overarching Strategic Plan for Acute Services shall incorporate relevant sections of the six Integration Joint Boards’ Strategic Plans.  • The Health Board will consult with the six Integration Joint Boards to ensure that the overarching Strategic Plan for acute services and any plan setting out the capacity and resource levels required for the Set Aside budget for such acute services is appropriately coordinated with the delivery of services across the Greater Glasgow and Xxxxx area.  • The Parties shall ensure that a group including the Chief Operating Officer for Acute Services and Chief Officers of the six Integration Joint Boards will meet regularly to discuss such respective responsibilities for Acute Services.  • Both the Health Board and the Council will undertake to provide the necessary activity and financial data for service, facilities or resources that relate to the planned use of services within other Local Authority areas by people who live within the area of the Integration Joint Board 6.2 Targets, Measures and Reporting Arrangements 6.2.1 The process set out below is the means by which the Health Board and the Council will develop a list of all targets, measures and reporting arrangements that relate to any delegated functions and the extent to which responsibility for each target, measure or arrangement will lie with the Integration Joint Board.  • Prior to the formal establishment of the Integration Joint Board the Health Board and the Council will identify a high level list of targets, measures and reporting arrangements which they are currently required to deliver and for which the Integration Joint Board will become responsible when it is formally established. This list will be expanded by the development for the Integration Joint Board of local performance targets consistent with all national targets in order to support: i) the achievement of the National Health and Wellbeing Outcomes; ii) the overall vision of the partnership area; and and iii) any retained corporate reporting requirements of both parties; and will be further informed by the development of the Strategic Plan. The full list of performance targets and measures will be developed through the Parties’ strategic planning and performance structures, the integrated Strategic Planning Group, and approved through joint management structures and the Integration Joint Board. This will be completed by 1st April 2016 and be subject thereafter to a regular review process.  • The Strategic Plan will be reviewed and monitored by the Integration Joint Board in relation to these targets and measures. 6.2.2 Where either of the Parties has targets, measures or arrangements for functions which are not delegated to the Integration Joint Board, but which are related to any functions that are delegated to the Integration Joint Board, these targets, measures and arrangements will be taken into account in the development of the Strategic Plan; and to that end, a list of these targets, measures or arrangements will be made available to the Integration Joint Board upon its formal establishment. 6.3 Support to the Integration Joint Board  • The Parties agree to make available to the Integration Joint Board such professional, technical or administrative resources as are required to support the development of the Strategic Plan and the carrying out of delegated functions.  • The existing planning, performance, quality assurance and development support arrangements and resources of the Parties will be used as a model for the future strategic support arrangements to the Integration Joint Board.  • The Parties will reach an agreement on how this will be integrated within the annual budget setting and review processes for the Integration Joint Board.  • Collaboratively, the Health Board, Council and Integration Joint Board will conduct an in-year review within the first year of the Integration Joint Board being established, to ensure the Parties are providing the level of support required. 6.4 The Integration Joint Board will establish arrangements to:  • Create an organisational culture that promotes human rights and social justice; values partnership working through example; affirms the contribution of staff through the application of best practice including learning and development; and is transparent and open to innovation, continuous learning and improvement.  • Ensure that integrated clinical and care governance policies are developed and regularly monitor their effective implementation.  • Ensure that the rights, experience, expertise, interests and concerns of service users, carers and communities are central to the planning, governance and decision-making that informs quality of care.  • Ensure that transparency and candour are demonstrated in policy, procedure and practice.  • Deliver assurance that effective arrangements are in place to enable relevant health and social care professionals to be accountable for standards of care including services provided by the third and independent sector.  • Ensure that there is effective engagement with all communities and partners to ensure that local needs and expectations for health and care services and improved health and wellbeing outcomes are being met.  • Ensure that clear robust, accurate and timely information on the quality of service performance is effectively scrutinised and that this informs improvement priorities. This should include consideration of how partnership with the third and independent sector supports continuous improvement in the quality of health and social care service planning and delivery.  • Provide assurance on effective systems that demonstrate clear learning and improvements in care processes and outcomes.  • Provide assurance that staff are supported when they raise concerns in relation to practice that endangers the safety of service users and other wrong doing in line with local policies for whistleblowing and regulatory requirements.  • Establish clear lines of communication and professional accountability from point of care to Executive Directors and Chief Professional Officers accountable for clinical and care governance. It is expected that this will include articulation of the mechanisms for taking account of professional advice, including validation of the quality of training and the training environment for all health and social care professionals’ training (in order to be compliant with all professional regulatory requirements).  • Embed a positive, sharing and open organisational culture that creates an environment where partnership working, openness and communication is valued, staff supported and innovation promoted.  • Provide a clear link between organisational and operational priorities; objectives and personal learning and development plans, ensuring that staff have access to the necessary support and education.  • Implement quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. This must include details of how the needs of the most vulnerable people in communities are being met.  • Implement systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population.  • Implement effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance.  • Develop systems to support the structured, systematic monitoring, assessment and management of risk.  • Implement a co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement.  • Lead improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny.  • Develop mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services.  • Promote planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 6.5 The foregoing arrangements will operate within a framework that will be established by the Health Board and Council for their respective functions, thereby ensuring that both bodies can continue to discharge their governance responsibilities.