The Vision – Statement of Intent “The Highland Partnership is committed to achieving the best possible outcomes for our population and service users. We believe that services should be person centred and enabling, should anticipate and prevent need as well as react to it, should be evidence based and acknowledge risk. We will improve the quality and reduce the cost of services through the creation of new, simpler, organisational arrangements that are designed to maximise outcomes and through the streamlining of service delivery to ensure it is faster, more efficient and more effective.” The Highland Council & NHS Highland 16 December 2010

Values and Principles Services should be person centred, respecting individual need and circumstance. Services need to be preventative and anticipatory, as well as reactive and responsive. Services should be enabling; designed and delivered to support people to achieve their potential, independence and attainment; risks cannot be eliminated and approaches to maximise a user’s potential may require the acceptance of a higher level of risk. Users must be involved as partners in the design and delivery of care. Improvements in service quality should be the priority, and achieving this will in turn improve efficiency and reduce cost. The intention of a service intervention needs to be clear and understood; services need to be effective and deliver the outcomes intended.

Partnership Agreement Legal Basis (Community Care and Health Scotland Act 2002) Delegated Functions Regulation Changes (AWI & ASP) Transition and Ongoing Arrangements Performance Management Framework

SCHEDULE PART 18B - ASP OFFICERS SCHEDULE PART 18C – AWI ACT Further to revised regulations agreed by the Scottish Parliament in March 2012, references to ‘Council Officer’ in the Adult Support & Protection (Scotland) Act 2007 apply where any function under Part 1 of the Act is delegated by a local authority to an NHS body. Any relevant reference in that part of the Act to, a ‘Council Officer’ is to be read as including a reference to an employee of an NHS body, and any reference to a ‘council nominee’ is to be read as including a reference to a nominee of the NHS body. For the purpose of the lead agency arrangement in Highland, these roles are delegated to NHS Highland social workers by the Chief Social Work Officer, overseen by the Head of Adult Social Care. The Adults with Incapacity (Scotland) Act 2000 places a duty on local authorities to supervise a guardian who has personal welfare powers. These functions cannot be delegated from a local authority to a health board. It therefore remains the responsibility of Highland Council to ensure arrangements for the supervision of ‘welfare guardians’. The duties of local authorities in carrying out these supervision functions are to ensure that the guardian and the adult are visited on behalf of the local authority within certain timescales. Highland Council will ensure that NHS Highland social workers are supported and monitored, and act on its behalf in carrying out such visits. These arrangements will be overseen by the Head of Adult Social Care.

SCHEDULE PART 30A – ADULT SERVICES PERFORMANCE FRAMEWORK Outcome 1 - people are healthy and have a good quality of life The outcomes are that People's health needs are met at the earliest and most local level possible, that People's health needs are anticipated and planned for and that People are supported to recover from illness, mental illness and drug dependencies. Outcome 2 - people are supported and protected to stay safe This theme’s outcomes are that People gain and retain the skills which keep them safe at home and in the community. Outcome 3 - people are supported to maximise their independence The outcomes are that People remain at, or return, home with appropriate support, that Carers feel able to continue in their caring role, and that People are active participants in meeting their own care needs. Outcome 4 - people retain dignity and are free from stigma and discrimination This theme’s outcomes are that People are supported to tackle stigma and discrimination, that Our services and those we commission actively promote equality, that People's incomes are Outcome 5 - people and their carers are informed and in control of their care The outcomes are that People know how to stay as healthy and fit as possible, that People are in control of decisions that are made about their care and the care they receive and that People know about the services we provide and how to access them. Outcome 6 -people are supported to realise their potential This outcomes themes are that People have access to training, employment and volunteering opportunities and that People have access to a range of community based development opportunities. Outcome 7 - people are socially and geographically connected The themes for this outcome are that Voluntary and community effort contributes to more supportive communities, that People have access to a range of transport to maintain their networks and that People do not become socially isolated. Outcome 8 - we deliver Community Care services effectively, efficiently and jointly The outcomes under this theme are care is delivered using joined-up core processes, that resources are accessed quickly and equitably and that decisions about the allocation of resources are made jointly.

NHSH & THC Commissioning Group CouncilNHS Board Chief Executives Adult and Children’s Services Committee 22 Council Members (Political Balance) & 3 NHS Board members District Partnerships (9 Council Members) District Partnership members (NHS, THC & 3 rd sector ) District Partnerships (9) Adult Services Development & Scrutiny Sub-Committee Criminal Justice Sub Committee Director of ECS Director of Health & Social Care NHS Executive Director High Life Highland Development & Scrutiny Sub Committee

District Partnerships

East Ross elected members service managers health & social care staff local providers community groups One stop shop, for local democratic accountability Local implementation of policy and strategy Building relationships for collaborative working Linkage from the community into strategic decision making users and carers

Director of Education, Culture & Sport Director of Health & Social Care 4 x Area Manager (Education) Head of Resources Head of Education Principal Officer (Early Ed, ASL) Principal Officer (Curriculum and QA) 1 x Area Manager (Children) Head of Health Head of Social Care Prin/l Officer (Social Care) Principal Officer (CJS) Principal MHO 1 x Area Manager (Children) Principal Officer (AHPs) Prin/l Officer (Nursing) 2 x Area Manager (Children) NHS Director of Nursing FOUR AREAS AND NINE DISTRICTS North - Caithness / Sutherland West - Lochaber / Skye, Lochalsh and Wester Ross South - Badenoch & Strathspey, Ardersier and Nairn / Inverness East / Inverness West Mid - East Ross / Mid Ross Out of Hours SW

Operational Unit Operational Director Lead Social Work Officer Area Managers District Managers - Caithness and Sutherland - Lochaber; Skye, Lochalsh & Wester Ross - B&S, Nairn and Ardersier; Inverness - East and Mid Ross SW Teams (Team Managers), NHS Teams (Team Leaders) and Services (Care at Home, Residential Care, Day Care….)

Some Key Issues New integrated services for all of us 1/04/03: single governance/management/budget Redesign follows – practitioner participation TUPE applies NHS policy framework, but operational detail continues Professional leadership to Chief Social Work Officer Service and strategic continuity ….….there are going to be some ‘niggles’