Developing the Scottish Learning and Improvement Framework for Adult Social Care Support and Community Health (SLIF) Digital Tool

Annex A: SLIF digital tool Core Pathways

Pathway A: Providing support to people - detailed findings

What we do

Have conversations with people about what matters to them, their needs, strengths and how services and supports can help

Work collaboratively to design, deliver and commission services and supports to meet the needs and outcomes of local people

Embed systems and processes to support improvement

Who with

People who use services and supports

Unpaid carers and family and friends of people who use services

Health and social care team around the person

How they feel

People who use services, unpaid carers and families feel valued, respected, listened to, supported and safe

H&SC team feel valued, respected, empowered, skilled, confident and supported to provide quality, safe and human rights-based care & support

H&SC team feel empowered, enabled and supported to continuously improve their services

What they learn and gain

Staff understand what matters to people & support them to gain the knowledge and skills to plan & manage their health, wellbeing & independence

People know their rights, gain timely information and advice, are involved in decisions and have choice and control over their care and support

People access integrated, safe, reliable and responsive care and supports to meet their needs, provided through quality relationships

H&SC team understand what needs to change and improve and are equipped with the approaches to implement this

People who use services, their families and carers are encouraged and supported to share feedback incl. complaints to help shape service delivery

What they do differently

People play an active role in managing their health and wellbeing

People get the right care and support to make progress towards their personal outcomes, building on their strengths and community supports

H&SC team implement improvement processes and make changes to continuously improve their services and the support they provide to people

What difference does this make?

People, including unpaid carers, have improved health and wellbeing & live a good life as independently as possible in a place of their choosing

Pathway B: Workforce development - detailed findings

What we do

Invest in and prioritise learning and development opportunities, training and supervision for staff

Develop and monitor implementation of a workforce plan to ensure appropriately trained, qualified and experienced staff are in place

Embed systems and processes to support improvement

Who with

Health and social care workforce

Health and social care leadership

How they feel

Staff feel valued, respected, empowered, skilled, confident and supported to provide quality, safe and human rights-based care & support

Staff feel informed, supported and able to make effective decisions

Staff feel empowered, enabled and supported to continuously improve services

What they learn and gain

Staff develop the knowledge, skills, competencies and confidence to develop and deliver safe, effective high quality care and support

Staff gain opportunities to do rewarding work and develop in their careers in ways that are meaningful to them

Staff and leaders understand what needs to change and improve and are equipped with the approaches to implement this

Staff understand how to support people to give feedback on services and are aware of the process if they receive feedback about themselves.

What they do differently

Staff work together across system and organisational boundaries to deliver high quality, flexible, timely, safe care and support

Staff are supported to lead and contribute to planning, improvement and embedding change

Staff are able to maintain their health and wellbeing in the workplace and develop in their careers

Staff and leaders implement improvement processes and make changes to continuously improve services and supports

What difference does this make?

The adult social care support and community health workforce is thriving

Pathway C: IJB Governance, Quality and Outcomes - detailed findings

What we do

Develop, agree and oversee implementation of a three year strategic plan

Agree and provide clear Directions and associated resource allocation to our LA and NHS partners

Establish and maintain robust governance arrangements

Be an active partner of the Community Planning Partnership

Who with

Local people and communities, people who use our services and their unpaid carers

HSCP officers, partners and providers

IJB members

How they feel

Informed and supported to make effective decisions

What they learn and gain

Assurance that our services are safe, effective, aligned to strategic priorities and continually improving

Assurance and oversight on the progress towards achieving our Directions

What they do differently

The IJB seek assurance that the services they direct are taking action to progress the SLIF priority themes and outcomes in line with local need

Deliver on the strategic aims of the IJB

What difference does this make?

People are able to look after and improve their health and wellbeing and live in good health for longer

People are able to live, as much as possible, independently and at home or in a homely setting in their community

People who use health and social care services have positive experiences of their services, and have their dignity respected

Health and social care services help to maintain or improve the quality of life of people who use them

Health and Social Care Services contribute to reducing health inequalities

People who provide unpaid care are supported to look after their health and wellbeing

People using health and social care services are safe from harm

Staff are engaged with their work and are supported to continuously improve the information, support, care and treatment they provide

Resources are used effectively and efficiently

Pathway D: Ethical commissioning and procurement - detailed findings

What we do

Review data and evidence, and engage with diverse stakeholders to design services and supports and develop a commissioning and procurement plan

Implement and review commissioning and procurement plans to effectively address gaps and deliver improvements in services and support

Ensure quality of services and support, outcomes for individuals and risks are managed effectively through robust contract management and monitoring

Review commissioning and procurement processes to ensure they are consistent with ethical principles and reflect statutory and good practice guidance

Who with

Health and social care workforce and leadership

Relevant local authority and health board corporate teams

Statutory, third / voluntary / community sector and independent sector partners

National policy teams, regulators and improvement agencies

Local people and communities, people who use our services and their unpaid carers

IJB and Strategic Planning Group

How they feel

Stakeholders feel listened to, valued and that they can trust that the commissioning and procurement process is ethical

Providers and their staff feel treated fairly, including being able to contribute to strategy and problem-solving

What they learn and gain

Robust commissioning and procurement plans that reflect local need, the strategic objectives of the integration authority and any implementation plans

Information about how contracts are progressing and opportunities to work together to maintain quality, improve outcomes and manage risks

Understand how current practice fits with ethical commissioning principles and good practice standards and what they need to do to embed them

Complaints about commissioning and procurement decisions are addressed transparently and fairly.

What they do differently

There is a healthy social care market that is shaped by the needs, outcomes and choices of people and society

Provider organisations are sustainable, and treat the workforce well

Planners, commissioners and procurement work together in ways that advance equalities and human rights and use the full flexibility of legislation

What difference does this make?

People, including unpaid carers, have improved health and wellbeing & live a good life as independently as possible in a place of their choosing

The adult social care support and community health workforce is thriving

Resources are used as effectively and efficiently as possible towards the outcomes that matter to people

Commissioning and procurement thematic pathway