Managing Care with ConfidenceMarch 25th 2009
Sue Lightup – Strategic Director
Community Health and Social Care
The Vision
In 2016 Salford will be a beautiful and welcoming city, driven by energetic and engaged communities of highly skilled, healthy and motivated citizens, who have built a diverse and prosperous culture which encourages and recognises the contribution of everyone, for everyone.
-Expressed as the seven pledges
-With seven strategic imperatives
Achieved through
• Participation and Engagement • Provide leadership and develop future capacity• Work in collaboration• Build new partnerships and strengthen existing ones• Support colleagues and partners to deliver• Contribute ideas, innovation and new ways of thinking• Take responsibility for managing key projects• Build trust and confidence• Deliver and celebrate success, learn from mistakes
A Personalised Adult Social Care system is one which is fair, accessible and responsive to the individual needs of those who use services and their carers
• Putting Citizens at the heart of the reformed system• Local Authority leadership accompanied by partnership working• Greater focus on personalising services where people make their
own decisions about the allocated money• To deliver system wide transformation such as better access• Challenging targets and timescales for the personalisation of
services• The right to self determination• Championing the rights and needs of vulnerable people to have
full and purposeful lives• A change programme to March 2011
Our Commitment
Responsibilities to protect vulnerable people
Transform the way we work
Understand local need and commission services – JSNA and LAA
Support increased numbers of people with more complex conditions in integrated ways
Work in partnership to extend choice and range
Best use of resources and value for money
Greater focus on personalised services for individuals
Providers - Implications
Market more directly influenced by those using services
Two thirds of funding spent on contracted services
Chance to influence the way services are run
Contributing to more creative and newer ways of delivering services
Many preventative services are more effectively delivered by community organisations
Standards may not be so clear – Safeguarding?
Workforce skills changing?
More creative responses needed
Providers - Benefits
Contributing to improvements and positive outcomes in services for people using them
Clarity about expectations and direct customer feedback
Closer partnership working with support and guidance
Can help fulfil the organisations mission and constitution –potentially bigger market
Greater range of funding streams
The Social Care Workforce
1.4m providing or commissioning
1.7m people receiving services
33% employed in Local Authorities
5m volunteers and carers
By 2020 need a 25% increase to meet needs
80% of expenditure in Social Care on
people
The local Workforce – NMDS info
• 2,274 Social Care staff in Salford• 9% local authority – 66% private sector employed• 97% are permanent staff• 2% with a disability• • Contract with 91 organisations – 170 different types of provider
– 18 with 1-9 staff
– 45 with 10-49 staff
– 13 with 50 – 249 staff
– 17 not recorded
The local Workforce
• A vacancy rate of between 1.3% in a nursing home to 6.8% in a domiciliary care agency– 23% leavers move within sector– 4% move to retail sector– 11% move on but not straight away to another job– 56% not known
• 32% of staff are over 50 years old• 20% are between 20-35 years old• 39% work full time• 10% where age not recorded• 71% of staff are white• 11% where ethnicity is not known
What could the new model could look like for a user• Council wide approach to advice and information that
encourages prevention, independent living and self help
• Cross community, accessible universal services such as housing, leisure, employment, transport
• Promotion of self assessment – integrated professional assessment
• Whole community approach to safeguarding, community safety and consumer protection
• Supported by advocacy and brokerage
What could the market look like
• Strategies to increase the range and shape of services• Investment in prevention and early intervention balanced with high
support levels eg greater use of assistive technology• User led initiatives and/or joint use of individual budgets• Market access services such as Shop4Support• A workforce strategy especially for increased numbers of PA’s• Strong quality assurance such as accreditation schemes, CRB
processes• Less large scale and block contracts
Performance - How Many
• NI 125 achieving independence for Older People through Rehab/Intermediate Care – 86.2% against a target of 82.3%
• NI 131 Delayed discharges – 12.29% against a target of 19%
• NI 130 users receiving self directed support per 100k population – 269.8 = 457 people
• Target for march 2010 is 486 • Target for March 2011 is 1588 people = 30% of
service users
Personalisation – Help!
• Providing opportunities to understand the principles• Use stories of individual’s experiences to demonstrate
the impact• Share the processes to be used such as the resource
allocation system• Find ways to provide menus of options for individuals
to choose from• Develop the pa workforce
What’s needed to prepare for transformation? Total System Change Commissioning The Customer Journey Back Office Resource allocation People and Skills Communication Testing through first phase Risk Management