1 / 18

INTEGRATED CARE NETWORK NORTH WEST REGION 8 FEBRUARY 2005 INTEGRATED DAY SERVICES

INTEGRATED CARE NETWORK NORTH WEST REGION 8 FEBRUARY 2005 INTEGRATED DAY SERVICES. INTEGRATED DAY SERVICES - CONTEXT. Morecambe Bay PCT is a Mental Health Trust It straddles Cumbria Social Services (South Lakeland) and Lancashire Social Services (Morecambe/Lancaster)

querida
Download Presentation

INTEGRATED CARE NETWORK NORTH WEST REGION 8 FEBRUARY 2005 INTEGRATED DAY SERVICES

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. INTEGRATED CARE NETWORKNORTH WEST REGION 8 FEBRUARY 2005INTEGRATED DAY SERVICES

  2. INTEGRATED DAY SERVICES - CONTEXT • Morecambe Bay PCT is a Mental Health Trust • It straddles Cumbria Social Services (South Lakeland) and Lancashire Social Services (Morecambe/Lancaster) • The remainder of Lancashire has a Lancashire-wide Mental Health Trust with a total of 8 PCTs across Lancashire • Population of Lancaster/Morecambe is 135,000, with a PCT total of approximately 270,000 • A local Lancaster Health Group – Modernisation of Older Peoples Services (MOPs) oversees Health/Social Care Developments

  3. INTEGRATED DAY SERVICES - DRIVERS • District Audit Report 99/00 identified good range of services but inequity of access and inconsistencies in approach in deciding if day care or day hospital is provided • Audit commissions “Forget Me Not” Report • PCT commissioned a review which confirmed that services were not meeting people’s needs • Lancaster Health Group undertook a further detailed needs assessment which triggered the project to transform existing services into a new integrated enhanced model of day time support

  4. INTEGRATED DAY SERVICES - NEEDS ANALYSIS • Audit of current users in both systems against a dementia scoring continuum • Postcode analysis for locations • Demographics • Transport issues • Partnership sites

  5. INTEGRATED DAY SERVICES – NEEDS ANALYSIS FINDINGS • Mismatch of client need, resources used and skills available • People attending SSD care with no diagnosis • Some users getting unnecessary CPA and consultant input purely because they are in a Health System • Day care and day hospital not working together – no sharing of skills, training etc • Poor knowledge of each others skills/roles • Clients attending both day care and day hospital – no co-ordination of care

  6. INTEGRATED DAY SERVICES – NEEDS ANALYSIS FINDINGS • Gaps for functionally ill and physically dependent • Lack of “space” for Health to develop proper therapeutic interventions e.g. Memory Assessment Clinics (MAC) • No one offering an appropriate service for dementia sufferers under 65 • Current SSD day care unsuitable environment for dementia care and physical dependency

  7. INTEGRATED DAY SERVICES – EXISTING PROVISION – MENTAL HEALTH SERVICES

  8. INTEGRATED DAY SERVICES – PROPOSED MODEL

  9. INTEGRATED DAY SERVICES – PROPOSED MODEL

  10. INTEGRATED DAY SERVICES – MODEL PRINCIPLES Social Day Care Service: • Re-integration and re-introduction • Use of Mainstream facilities • Role for voluntary organisations Service Level Agreements • Use of Domiciliary Rehabilitation service • Transport • Input of personal care support

  11. INTEGRATED DAY SERVICES – MODEL PRINCIPLES Physical Dependency Day Care • Fit for purpose environment • Rehabilitation focus • Higher staffing levels

  12. INTEGRATED DAY SERVICES – MODEL PRINCIPLES Enhanced Day Care for People with Dementia • Support for those unable to cope without specialist support • Support with incontinence, eating and assistance with other daily activities • Assistance with communication, mobilisation • Support/guidance with therapeutic activities • Manage difficult behaviours (with support from Mental Health Services) • Medium to long term support • Specialist staff Health and Social Services (with Dementia Care Training) • Carer respite

  13. INTEGRATED DAY SERVICES – FRAMEWORK FOR PROJECT DELIVERY • Project Group supported by discrete Project Manager • Sub Groups chaired by most appropriate agency (Social Services, PCT Commissioner, PCT Provider) • Transitional Arrangements • Transport • Enhanced Day Care Model • Finance • Joint reports to PCT Board/Cabinet Portfolio Holder and joint 3 month consultation

  14. INTEGRATED DAY SERVICES – PCT CONTRIBUTION • 2 Enhanced Day Care premises • Health Support Worker for each enhanced Unit – providing link back into day hospital and extra support • Ongoing joint training and support for staff working in these services

  15. INTEGRATED DAY SERVICES – PCT OPPORTUNITIES • Capacity to provide memory clinic and better service for older people with functional ill health • Capacity to provide outreach support to primary care • Better targeting of older people’s specialist mental health service

  16. INTEGRATED DAY SERVICES SOCIAL SERVICES CONTRIBUTION • Management of care and support • Provision of existing residential site for third day service • Provision of transport with better co-ordination • Provision of meals SOCIAL SERVICES OPPORTUNITIES • Better access for service users to specialist services when needed • More outcome focussed day services with improved links into community networks

  17. INTEGRATED DAY SERVICES – CHALLENGES • “Leap of faith” required by both partners • Budget implications of moving to specialist provision – whilst developing model in parallel • Consultants – letting go • Integrated transport arrangements • Charging • Consultation- User and Family expectation

  18. INTEGRATED DAY SERVICES – LEARNING • Different LA and PCT decision making processes can hamper progress • Tension between PCT commissioners and providers • Allow more time for consultation, engage with advocacy organisations at earliest opportunity • Identify and use key players/champions who will drive it through • Engage with frontline staff regarding both the model and their role within it • Make use of Workforce Advisory Groups to develop roles • Keep Users as the central focus and this will dismantle some barriers

More Related