Managing care with confidence march 25 th 2009
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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

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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


Managing care with confidence march 25 th 2009

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

  • 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

  • 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

  • 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

  • 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

  • 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

  • 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

  • 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

  • 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

  • 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!

  • 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?

  • 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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