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Managing Care with Confidence March 25 th 2009. Sue Lightup – Strategic Director Community Health and Social Care. The Vision.

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Managing care with confidence march 25 th 2009

Managing Care with ConfidenceMarch 25th 2009

Sue Lightup – Strategic Director

Community Health and Social Care


The vision
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
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
Our Commitment fair, accessible and responsive to the individual needs of those who use services and their carers

  • 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
Providers - Implications fair, accessible and responsive to the individual needs of those who use services and their carers

  • 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
Providers - Benefits fair, accessible and responsive to the individual needs of those who use services and their carers

  • 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
The Social Care Workforce fair, accessible and responsive to the individual needs of those who use services and their carers

  • 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
The local Workforce – NMDS info fair, accessible and responsive to the individual needs of those who use services and their carers

  • 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
The local Workforce fair, accessible and responsive to the individual needs of those who use services and their carers

  • 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
What could the new model could look like for a user fair, accessible and responsive to the individual needs of those who use services and their carers

  • 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
What could the market look like fair, accessible and responsive to the individual needs of those who use services and their carers

  • 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
Performance - How Many fair, accessible and responsive to the individual needs of those who use services and their carers

  • 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
Personalisation – Help! fair, accessible and responsive to the individual needs of those who use services and their carers

  • 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
What’s needed to prepare for transformation? fair, accessible and responsive to the individual needs of those who use services and their carers

  • Total System Change

  • Commissioning

  • The Customer Journey

  • Back Office

  • Resource allocation

  • People and Skills

  • Communication

  • Testing through first phase

  • Risk Management


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