SSRG Annual Workshop7 April 2008

Anne WilliamsPresident, ADASS

Risk and the life of the DCS and DASS

The Role of the DASS in 2008 • Responsibility for Adult Social Care• 50% of Directors have responsibilities for

housing (commissioning and/or providing)• 40% Crime prevention, community

regeneration, safer communities, neighbourhood services

• 25% Culture, leisure, adult learning• 10% combine DASS and DCS role• Most are lead officer for health issues

What’s on our minds?The background realities• Demographic change• Rising numbers of people with long-term conditions• Changing public expectations• Personalisation and self directed care and support• Challenging resource environment (workforce and

financial)• Commissioning as the driver for change• Integrated commissioning with PCTs (including practise

based commissioning), Housing, Transport, Culture and Leisure

• Integrated services with NHS and Housing

The Key Policy Developments• Putting People First• Green Paper• CSCI review of eligibility criteria• Review of Carer’s Strategy• Dementia Strategy• Valuing People Now and the transfer of commissioning of

Learning Disability services to Local authorities• Adult Safeguarding• Housing Strategy for Older People• Darzi Review• World Class Commissioning• Performance Framework and Local Area Agreements

“The time has now come to build on best practise and replace paternalistic, reactive care of variable quality with a mainstream system focussed on prevention, early intervention, enablement and high quality, personally tailored services. In the future we want people to have maximum choice control and power over the support services they receive”

Putting People First, December 2007

From Support and Care to Independence and TransformationThe Old Way The New Way

Overall Government Agenda

The professional in control Users / carers in control

Assessment led by professionals

Self assessment / joint assessment supported by advocates

Information on services very limited

Easily accessible information so informed choices can be made

Group / inflexible services Flexible, individually tailored services

Specialist Services More accessible, universal services and specialist services

From Support and Care to Independence and TransformationThe Old Way The New Way

Focus on dependency / disability

Focus on recovery / re-ablement and strengths

Lack of transparency on resources

Clarity about available resources

Contracted services Direct payment / individualised budgets and some contracted services

Service user / carer Consumer / customer

What are the challenges in achieving the move?• Training and culture of professionals• Lack of information and complexity of services /

system• Developing / commissioning new types of services• Accurately costing services and resource

management• Fears about risk to and by users / carers• Lack of advocacy• Lack of confidence in some users and carers• Changing demography• Challenging resources

Community strategyEngagement, empowerment, environment, safety, housing, learning, culture and leisure

Preventive services, promotion

and well-being policies

Specialist care

Citizens

Individuals, families, communities

Direct users & carersPr

omot

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inde

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ence

and

pre

vent

ing

dete

rior

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The inverted triangle of care

Health, social care,housing

Public services,Voluntary organisations,faith communities

All partners

Source: All our tomorrows, - ADSS, LGA

Using our corporate roles

Underpinned by re-ablement / recovery philosophy

Vision for Health and Social CareCentred on:• People and families, networks and communities• The environment people need to stay healthy• Outcomes and choices• Independence and control• Inclusion, citizenship and human rights• Broad view of well being

Summary• Transformation agenda now is a greater change than

Care in the Community in the 1990s• Personalisation is a key feature in Government policy and

is most advanced in adult social care• Scaling up from Direct Payments and Individual Budget

pilots has risks and opportunities• Commissioning, individual and population based, will be

the driver for change• Challenge of resources will not go away• We have great opportunities in our wider roles to

influence prevention, early intervention and recovery

ADASS Business Unit

Local Government House

Smith Square

London SW1P 3HZ

Tel: 020 7072 7433

Fax: 020 7863 9133EMAIL: team@adass.org.uk WEB:

www.adass.org.uk