“The Challenges of Adult Social Care and the Opportunities for Collaboration and Efficiency”

for The West Midlands Leaders Board

Linda SandersChair WM JIP and ADASS

and Director of Adult, Community & Housing Services

Dudley MBC

13th April 2010

Content

• 10 Key Challenges for Adult Social Care – efficiency and collaboration

• Some questions re: Use of Resources in Local Authorities

• WM Region RIEP/JIP Adult Social Care Work priorities

• Questions

Key Challenges in the Transformation of Adult Social Care

1. Funding- A sustainable solution needed.- £16bn 2008/9 (5% more than 2007/8 despite £660m efficiency savings)

2. Helping People to Live at Home- Housing options, supported living, extra care- Telecare- DFG’s

3. Workforce- Reablement and intensive home support- 1.5m Adult Social Care staff (NHS 1.4m)- A stable, valued, well-trained workforce,

is more efficient and effective

Key Challenges in the Transformation of Adult Social Care

4. Getting the most from our resources- Prevention and reablement

Research shows that both are cost effective and save money

5. Putting People First: Choice and Control- Co-production of transformation

- Inclusive universal services, V & CS, POPPS and self-directed support

6. Supporting People- Housing as a ‘bedrock’, employment and people

with disabilities

Key Challenges in the Transformation of Adult Social Care

7. Carers- By 2037 60% increase in informal carers needed to keep pace with demographic changes

8. Supporting Strong, Confident Families- ‘Think Family’

9. Working Together- Prevention to specialist- Universal to targeted- Support to enforcement

10. The Economics of Adult Social Care- Regeneration and Employment

Collaboration is at the heart of efficient use of resources

Questions1. Is pattern of spend known and

understood?

2. Do you support that pattern?

3. Does the LA wish to change the pattern of spend?

4. Are there robust, costed plans to do that?

Ref: Use of Resources in Adult Social Care PPP - TASC October 2009

2010-11Adult Social Care- Our WM Plan

Matt Bowsher- Regional TransformationLead

ADASS Away DayBirmingham University 12.03.10

Priority 1: Re-ablement

Aims: • High performing re-ablement services• Strong performance data• Smart usage of technology to monitor effectiveness: delivery of

outcomes, contact time and service avoidance• Shared knowledge and best practice through networks• Imbedding re-ablement into the assessment process

Resources:• 20% of total budget.

Delivery method: • Extend current CSED input and capacity, capital investment to support

monitoring

HOMECARE REABLEMENT: A framework to consider increased focus

GOOD START30% of completers

not requiring ongoing homecare

NATIONAL GOOD PERFORMERS

56%of completers not require ongoing

homecare

HIGH PERFORMERS

70% of completers not requiring ongoing

homecare

LOW VOLUMES <2% of over 65 population going through re-ablement

MID VOLUMES2- 5% of over 65 population going through re-ablement

HIGH VOLUMES>5% of over 65 population going through re-ablement

Possible ?TargetInterim

BuildCapacity

Build Capacity & Improve performance

Improve Performance

Source: Care Services Efficiency Delivery Programme

Priority 2: Telecare

Scope- Dementia in the community- Extra care sheltered housing schemes- Out of area LD placements

Resources:- 20% of total budget

Delivery method: Capital investment in new technologies, project management, benefit/performance collation, training for Social Workers and Lead Members

AimsEvidence Cultural Change

Piloting

Priority 3: PersonalisationScope: • On site critical friend capacity • Commissioning for personalisation• Creating the new market place – development of a best practice toolkit• Efficiency through personalisation• Citizen led information design• Fair charging and the RAS- capacity to support the finance network

Resources: 30% of total budget

Delivery method:Scoping work April-May to shape Project Level CapacityConsultancy capacityProject management

Priority 4: Collaboration & CommissioningScope:

Identify collaborative procurement opportunities. Telecare equipment and lead commissioning using

the Care Funding Calculator identified to date. Develop a reliable PI to compare efficiency gains. De-commissioning best practice.

Resources: 20% of total budget

Delivery method: Project Management Capacity, spend analysis, usage

of Caretrak to baseline data.

Priority 5: Social Care Total Place

Scope: Identification of Care Pathways across the health + social care

spectrum. Wider learning from the Optimal Care Pilot in Coventry.Application of systems thinking to Care Management Assessment

processes. Resources: 10% of total budgetDelivery method:

Case studies, access to the IEWM Transformation Team, funding.

ANY QUESTIONS?

Linda Sanders13th April 2010