2012 Annual Report EHHOP East Harlem Health Outreach Partnership.
Annual Plan 2012/13 - Kent · 2012-04-19 · 3.3 Each District Partnership Group has an agreed...
Transcript of Annual Plan 2012/13 - Kent · 2012-04-19 · 3.3 Each District Partnership Group has an agreed...
Annual Plan 2012/13
Families & Social Care Learning Disability/Mental Health Approved by Cabinet 16 April 2012
Executive SumCabinet Portfo t Member
lic Health Responsible CoResponsible DHead(s) of Ser y, Cheryl
Gross ExpendiFTE:
mary: lio: Graham Gibbens – Cabine
for Adult Social Care & Pubrporate Director : Andrew Ireland irector: Penny Southern vice: Mark Walker, Chris Beane
Fenton ture: £172.233m
766.51
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SECTION A: ROLE / PURPOSE OF FUNCTION The strategic direction for the Learning Disability/Mental Health Division is set out in two key documents. For learning disability the draft ‘Partnership Strategy for Learning Disability in Kent 2012‐15’ has been produced by stakeholder groups from Kent NHS and Kent County Council including service users. Formal Consultation on the Partnership Strategy will begin in March 2012. For mental health ‘Live it Well’ is the strategy for improving the mental health and wellbeing of people in Kent and Medway 2010‐15. These strategies set out how we are going to achieve the overall objective which is to help the people of Kent to live independent and fulfilled lives safely in their local communities. Our key aims are to support people with learning disabilities and mental health needs to:
• Feel and be safe, free from discrimination or harassment; • Maintain personal dignity and self‐respect; • Choose and control how they live their lives; • Feel part of their local community and make a positive contribution; • Access advice, information and services easily; • Improve their health and quality of life; • Maximise their economic wellbeing.
We will achieve this through: • Putting people and their needs first; • Supporting carers; • Ensuring the availability of high quality services; • Valuing, developing and supporting the social care work force; • Working in partnership with individuals, families and other organisations; • Making the best use of our resources; • Creating the conditions, with others, for equality of opportunity; • Constantly striving to improve.
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SECTION B: CONTRIBUTION TO MTP OBJECTIVES The clear message running through Bold Steps for Kent1 is that residents should have more influence on how services are provided locally; this is in line with one of the main measures of the Localism Act, 2011. The key themes for Learning Disability and Mental Health Services are:
• empowering residents through greater personalisation; • further integration of health and social care; • provision of job opportunities; • development of greater choice in housing; • supporting voluntary and community groups to deliver services; • continuing to ensure that safeguarding procedures are robust and effective.
The framework for delivering Bold Steps sets out 16 priorities. The Learning Disability and Mental Health services focus particularly on three of these priorities: Priority 12: Empower social services users through increased use of personal budgets, Priority 14: Ensure the most robust and effective public protection arrangements and Priority 15: Improve services for the most vulnerable people in Kent. However the services also contribute to three other priorities: Priority 1: Improve how we procure and commission services, Priority 2: Support the transformation of health and social care in Kent and Priority 11: Improve access to public services and move towards a single initial assessment process. As well as maintaining the core business of the Division, the priorities for Learning Disabilities and Mental Health over the coming year are: Implementing new arrangements for the Learning Disability Partnership Board, review in‐house services, contribute to the review of procurement, transition, working with health, safeguarding, and the Kent and Medway NHS and Social Care Partnership Trust/Kent County Council partnership programme. Learning Disabilities and Mental Health will also make better use of teletechnology. Advanced Assistive Technology is a key enabler in delivering health and social care services. Both telecare and telehealth have been mainstreamed and work continues to embed the key principles and new policy and in turn increase the referral rate. Work on the telecare strategy is under way and this will provide the over arching direction for telecare and will translate flexibly into the different areas of the business through commissioning, clear specifications and contract monitoring. The MTFP has identified that Families & Social Care needs to achieve £35m of savings in 2012‐13. This annual plan sets out the priorities for Learning Disability and Mental Health services 2012‐13, detailing how it will contribute to the above Bold Steps Priorities and to overall efficiency savings. The overall priority for 2012‐13 is to take forward the Adult Social Care Transformation Programme which will underpin the priorities of the Division.
SECTION C: PRIORITIES, ACTIONS & MILESTONES
LD/MH PRIORITY 1: Ensuring the continuation of core business
DESCRIPTION OF PRIORITY: Supporting Delivering Bold Steps 15
Continue to deliver a continued high standard of service to adults with learning disabilities and mental health problems meeting eligible needs following a timely assessment.
ACTIONS
Accountable Officer
Start Date (month/year)
End Date (month/year)
1 Ensure Assessments for those eligible are completed in a timely fashion All Team Managers
April 2012 March 2013
2 Carers assessments offered to all eligible carers All Team Managers
April 2012 March 2013
3 Ensure as many eligible users as possible are in supported employment All Team Managers
April 2012 March 2013
4 Ensure as many eligible users are in stable accommodation All Team Managers
April 2012 March 2013
KEY MILESTONES DATE (month/year)
A All eligible people referred are assessed within 28 days. March 2012
B 38 % of carers receive a needs assessment or review resulting in specific carer's service or information and advice. March 2013 C At least 6% of eligible people with learning disabilities are in supported employment. March 2013 D At least 65 % of eligible people with learning disabilities are in stable accommodation. March 2013
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LD/MH PRIORITY 2: Personalisation
DESCRIPTION OF PRIORITY: Supporting Delivering Bold Steps Priority 12 Continue to use person centred planning, along with family support or advocacy, to determine what each person wants or needs and support them to make choices about how best to achieve it.
ACTIONS
Accountable Officer
Start Date (month/year)
End Date (month/year)
1 Increase individuals choice and control Mark Walker/Chris Beaney/ Cheryl Fenton
April 2012 March 2013
1.2 Ensure that all people using services are offered a personalised service, giving them more choice and control over the shape of support they receive wherever the care setting is.
Mark Walker/Chris Beaney/ Cheryl Fenton
April 2012 March 2013
2 Personal budgets Mark Walker/Chris Beaney/ Cheryl Fenton
April 2012 March 2013
2.1 To increase the number of people understanding personal budgets. Mark Walker/Chris Beaney/ Cheryl Fenton
April 2012 March 2013
2.2 Implement the action plan to deliver personalisation in Mental Health. Cheryl Fenton April 2012 March 2013 2.3 Record and report Personal Budgets. Victoria Gascoine April 2012 March 2013 3 Increase the number of people in receipt of a direct payment Mark Walker/Chris
Beaney/ Cheryl Fenton
April 2012 March 2013
3.1 Increase the number of individuals using the Kent Card as the preferred method of delivering direct payments.
Mark Walker/Chris Beaney/ Cheryl Fenton
April 2012 March 2013
KEY MILESTONES DATE (month/year)
A 70% of eligible mental health service users in receipt of a personal budget. April 2013
B 100% of eligible people with learning disabilities in receipt of a personal budget. April 2013
C Kent card as the preferred way in delivering direct payments to be implemented within FSC. April 2013
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LD PRIORITY 3: Implementing new arrangements for the Kent Learning Disability Partnership
DESCRIPTION OF PRIORITY: Supporting Delivering Bold Steps Priority 15.
Have a clear Partnership Board, Cabinet, Delivery structure and local involvement in place for people with a learning disability and their families. The role of the Partnership will be to ensure that the agreed strategy for people with learning disabilities is understood and implemented by the accountable partners.
ACTIONS
Accountable Officer
Start Date (month/year)
End Date (month/year)
1 Kent Learning Disability Partnership Board fully constituted April 2012 July 2012 1.1 That Joint Chairs are in place – Cabinet Member for Social Care and Public Health,
Person with a learning disability and a family carer. Dee Watson October 2011 May 2012
1.2 Key Partners are signed up and senior representatives engaged – Elected Members Families and Social Care, Primary Care Trust/Clinical Commissioning Groups, Public Health, Job Centre plus, Kent Police and Communities.
Dee Watson April 2012 May 2012
1.3 6 representatives with a learning disability and 3 family/carers from District Partnership Groups in place.
Dee Watson April 2012 May 2012
1.4 Forward plan in place with annual report and agreed ongoing reporting mechanism.
Dee Watson April 2012 July 2012
2 Delivery Structure of Partnership in place and delivering April 2012 July 2012 2.1 Cabinet in place and functioning as co‐ordination point for delivery of the
Learning Disability Partnership Strategy. Dee Watson April 2012 May 2012
2.2 Delivery Groups, Delivery Structure and named leads in place for main actions from the strategy.
Dee Watson April 2012 July 2012
2.3 Agreed annual action plan for the Partnership and each delivery group in place. Dee Watson April 2012 July 2012 3 Local involvement mechanisms in place and delivering April 2012 October 2012 3.1 District Partnership Groups clear about their role and active. Dee Watson April 2012 May 2012 3.2 Local representation of people with learning disabilities and family/carers clear
through out the Partnership Structure. Dee Watson April 2012 May 2012
3.3 Each District Partnership Group has an agreed annual plan. Penny Southern
April 2012 October 2012
4 Partnership communication strategy in place Dee Watson January 2012 May 2012 4.1 New website for Kent Learning Disability Partnership designed created and
Launched. Dee Watson January 2012 May 2012
4.2 Agreed reporting mechanisms across the whole partnership in place and active. Dee Watson January 2012 July 2012 4.3 Agreed accessible information standards across partnership in place. Dee Watson January 2012 May 2012 KEY MILESTONES DATE (month/year)
A Kent Learning Disability Partnership Strategy Agreed. May 2012 B Website and Communication plan in place. July 2012 C Partnership Board in place and in receipt of annual plan. July2012 D Delivery structure in place and actively delivering to the annual plan. July 2012
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LD PRIORITY 4: Review and Transformation of In‐House Services
DESCRIPTION OF PRIORITY: Supporting Delivering Bold Steps Priority 2 & 15
To review and transform in‐house day services, transport arrangements, Home Support Network/Life Choice/Independent Living Scheme, respite services and Adult Placement Scheme and continue to implement the Good Day programme.
ACTIONS
Accountable Officer
Start Date (month/year)
End Date (month/year)
1 Review Home Support Network/Life Choice/Independent Living Scheme Sam Sheppard April 2012 March 2012 1.1 Formal consultation on agreed future model. Sam Sheppard April 2012 July 2012 1.2 Implement new model. Sam Sheppard November 2012 March 2013 2 Transport Sam Sheppard December 2011 April 2012 2.1 Review of transport arrangements. Simone
Bullen/Anita Ward
December 2011 April 2012
3 Informal consultation of respite services in order to scope future needs and provision Paula Watson June 2012 June 2013 3.1 Commissioning strategy for respite. Paula Watson June 2012 June 2013 4 Adult Placement Sam Sheppard June 2012 March 2013 4.1 Explore the potential appetite for micro provision for day care. Sam Sheppard June 2012 March 2013 5 Change day service provision through the Good Day Programme Paula Watson 5.1 Implementation of new service models following formal consultation in: Thanet, Shepway
& Tonbridge. Paula Watson April 2012 July 2012
5.2 Development of community hubs in: Shepway, Thanet, Tonbridge, Tonbridge Wells, Dartford, Gravesham, Canterbury and Dover.
Paula Watson April 2012 March 2013
5.3 Go into formal consultation on a new service model for Learning Disability day services in: Swale, Dartford & Gravesend.
Paula Watson April 2012 March 2013
5.4 Deliver the community Hydrotherapy Project. Paula Watson April 2012 March 2013 6 Restructure of the in‐house day care staff team Paula Watson April 012 March 2013 6.1 Consultation. Paula Watson April 2012 June 2012 6.2 Implement restructure. Paula Watson October 2012 January 2013 6.3 Tender for potential social enterprise or right to challenge to take over the running of in‐
house day services.
Paula Watson October 2012 March 2013
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KEY MILESTONES DATE (month/year)
A Implement new models of Home Support Network/Life Choice/Independent Living Scheme. November 2012 B Change day service provision through the Good Day Programme. March 2013 C Restructure of in‐house day services and staff teams. January 2013 D Launch informal consultation for respite service. June 2012
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LD PRIORITY 5: Transition
DESCRIPTION OF PRIORITY: Supporting Delivering Bold Steps Priority 15
Building on the bringing together of specialist children services and adult services into the Families and Social Care Directorate improve the working partnerships with all stakeholders and improve the smooth transition from specialist children’s services to adult services.
ACTIONS
Accountable Officer
Start Date (month/year)
End Date (month/year)
1 Review current transition arrangements in adult social care 1.1 Map current arrangements. Anthony Mort April 2012 March 2013 1.2 Identify issues through feedback including complaints. Anthony Mort April 2012 March 2013 2 Refresh transition governance arrangements 2.1 Engage stakeholders through a transition workshop. Anthony Mort May 2012 Sept2012 2.2 Develop action plan with key transition partners. Anthony Mort May 2012 May 2012 2.3 Support key projects e.g. SEN pathfinder 0 to 25. Anthony Mort April 2012 March 2013 3 Produce transition guidance for adult social care staff Anthony Mort April 2012 September
2012 3.1 Clarify transition processes. Anthony Mort April 2012 June 2012 3.2 Ensure clear communication from Specialist Children’s Service to Adult Social Care
Services. Anthony Mort April 2012 July 2012
3.3 Streamline transition arrangements for young people on receipt of Direct Payments. Anthony Mort April 2012 September 2012
4 Ensure all service provision is addressed through the transition process Chris Beaney April 2012 March 2013 4.1 Ensure independent specialist service provision is addressed through the transition
process. Chris Beaney April 2012 March 2013
4.2 Ensure Kent Supported Employment referrals are made as part of the transition process. Chris Beaney Ongoing KEY MILESTONES DATE
(month/year)
A Implement the outcomes of the review of the joint Education, Learning and Skills &Families & Social Care Directorates protocols.
Sept 2012
B Transition group to work on a Families and Social Care Directorate transition action plan. May 2012 C Complete the review of transition for adults in the Families and Social Care Directorate. June 2012 D Refresh governance arrangements. Sept2012
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LD PRIORITY 6: Working with Health
DESCRIPTION OF PRIORITY: Supporting Delivering Bold Steps Priority 2 & 15
Implement the Learning Disability Self Assessment and Performance Framework and joint working initiatives in learning disabilities.
ACTIONS
Accountable Officer
Start Date (month/year)
End Date (month/year)
1 Reducing health inequalities April 2012 March 2013 1.1 Increasing access for people with learning disabilities to prevention, screening and health
promotion including annual health checks. The Good Health Group
April 2012 March 2013
1.2 People with learning disabilities are safe when using health services. The Good Health Group
April 2012 March 2013
1.3 National Service Frameworks and Clinical Networks and projects developed to implement them apply equally to people with learning disabilities.
The Good Health Group
April 2012 March 2013
1.4 Ensuring each GP practice has a named practitioner from the local Team for People with Learning Disability Team allocated to them.
Team Managers
April 2012 March 2013
2 Improve access to mental health services for people with learning disabilities April 2012 March 2013 2.1 The National Service Framework for Mental Health is equally and equitably applied to
people with learning disabilities who require psychiatric services. Troy Jones April 2012 March 2013
3 Dementia April 2012 March 2013 3.1 Embed the learning disability dementia care pathway in practice. Emma Hanson April 2012 March 2013 4 Autism April 2012 March 2013 4.1 Develop and implement ‘whole system’ strategy to address the needs of people with
autistic spectrum conditions. Mark Walker April 2012 March 2013
KEY MILESTONES DATE (month/year)
A The Good Health Group report on performance to the Learning Disability Partnership Board. April 2012 B Review of the outcomes on the Self Assessment Framework. Sept2012 C Embed the learning disability dementia care pathway in practice. March 2013 D Develop and implement integrated services addressing the needs of all people with autistic spectrum conditions. June 2012 E 100% GP practices have named practitioner allocated to them from local Team. March 2013
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LD/MH PRIORITY 7: Safeguarding
DESCRIPTION OF PRIORITY: Supporting Delivering Bold Steps Priority 14 Working with partners, including the police and criminal justice system to safeguard vulnerable people and, if they are victims of crime, ensure they have access to justice and support.
ACTIONS
Accountable Officer
Start Date (month/year)
End Date (month/year)
1 Improve Safeguarding Practice Nick Sherlock March 2012 March 2013 1.1 Implementation of 4th practice audit (Independent). Nick Sherlock March 2012 April 2012 1.2 Implementation of LEAN 6 Sigma Review. Nick Sherlock March 2012 March 2013 1.3 Implementation of 1st phase Central Referral Unit. Nick Sherlock March 2012 April 2012 1.4 Review of Governance arrangements for the Safeguarding Vulnerable Adults Executive
Board. Nick Sherlock September
2012 March 2013
2 Competent Workforce Mark Walker April 2012 March 2013 2.1 Use the Safeguarding Vulnerable Adults Competency Framework to evidence the
competence of community teams to deal with safeguarding issues. LD/MH Support Managers
April 2012 March 2013
3 Performance Mark Walker April 2012 March 2013 3.1 Develop role of Learning Disability/Mental Health Safeguarding Coordinators to ensure
consistent working practices and timely transfer of alerts from new Central referral Unit. All safeguarding coordinators
April 2012 March 2013
3.2 Engage the Central Referral Unit is as fully active partner through all phases of development.
All safeguarding coordinators
April 2012 September 2012
3.3 Reduce the number of Safeguarding Cases open beyond 6 months. All safeguarding coordinators
April 2012 March 2013
KEY MILESTONES DATE (month/year)
A Reduced numbers of Safeguardi g cases open after 6 months via Audits. n March 2013 B Engage the Central Referral Unit as a fully active partner. September
2012
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MH PRIORITY 8: Kent County Council/Kent and Medway NHS and Social Care Partnership Trust Partnership Programme 1
DESCRIPTION OF PRIORITY: Supporting Delivering Bold Steps Priority 2
Improve the professional supervision and support for social care staff, Integration of Fair Access to Care and improve data quality and mechanism for reporting Key Performance Indicators.
ACTIONS
Accountable Officer Start Date (month/year)
End Date (month/year)
1. Improve the professional supervision and support for social care staff, including training and communication
Sharon Buckingham April 2012 November 2012
1.1 Conduct a supervision audit sample within each team and report findings to programme board. Audits to take place quarterly.
Cheryl Fenton
April 2012 October 2012
1.2 Develop a supervision action plan from audit and develop communication. Cheryl Fenton October 2012 November 2012 1.3 Develop an integrated training programme that 95% of front line service managers
who manage social care staff (who have been in role for 6 months or more) attend. Sharon Buckingham November 2011 April 2012
Develop a joint supervision policy and competency framework. Sharon Buckingham September 2011
January 2012
2. Integration of Fair Access to Care Cheryl Fenton/Victoria Gascoine
July 2011 May 2012
2.1 Fair Access to Care training to be delivered to all front line staff and managers in community teams.
John Hughes October 2011 May 2012
2.2 Agree a robust system to record and report Fair Access to Care.
Victoria Gascoine July 2011 May 2012
2.3 Measure compliance, by increase in the number of Fair Access to Care assessments recorded. To be monitored monthly at Divisional Management Team.
Victoria Gascoine July 2011 May 2012
3. Improve Data quality & develop mechanisms to report Key Performance Indicators Victoria Gascoine April 2012 March 2013 KEY MILESTONES DATE
(month/year)
A Report to the Kent and Medway NHS and Social Care Partnership Trust/Kent County Council Partnership Board on progress against the programme plan.
June 2012
B Six mental health road shows for Kent and Medway NHS and Social Care Partnership Trust and Kent County Council staff. March 2013
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MH PRIORITY 9: Kent County Council/Kent and Medway NHS and Social Care Partnership Trust Partnership Programme 2
DESCRIPTION OF PRIORITY: Supporting Delivering Bold Steps Priority 2 Review of Community Support Services and Approved Mental Health Professionals Service, review Forensic Service, develop joint protocols and processes for complex needs and future service delivery models.
ACTIONS
Accountable Officer
Start Date (month/year)
End Date (month/year)
1 Review of in‐house Community Support Services Sam Sheppard April 2012 October 2012 1.1 Formal consultation. Sam Sheppard April 2012 July 2012 1.2 Implement new model. Sam Sheppard October 2012 January 2013 2 Review of Approved Mental Health Professionals Service John Hughes September
2011 April 2012
2.1 Complete review. April 2012 September 2011
3 Research Future delivery models for a Partnership Agreement Paul Absolon April 2012 March 2013 3.1 Research other delivery models for Mental Health Social Care and report to Partnership
Board / Commissioning Executive. Paul Absolon Aug 11 April 2012
3.2 Review the Partnership Agreement in place. Paul Absolon December 2011 April 2012 4. Review of Forensic Service Cheryl Fenton September
2011 September 2012
4.1 Review the social care input into Forensic Services. Cheryl Fenton September 2011
September 2012
5. Develop joint protocols and processes for people with complex MH needs Debbie Divine December 2011 March 2012 5.1 Deliver joint Section 117 Policy and practice guidance. Debbie Divine June 2012 June 2012 KEY MILESTONES DATE
(month/year)
A Implementation of new Community Support Services model. December 2012 B Review of Kent and Medway NHS and Social Care Partnership Trust Partnership Agreement completed. April 2012 C Review of social care input into Forensic Services. April 2012 D Revised joint Kent County Council/Primary Care Trust/Kent and Medway NHS and Social Care Partnership Trust Section 117 June 2012
policy and practice guidance implemented. E Report to Cabinet Members Meeting and Corporate Management Team regarding the future service options for mental health
social care services. April 2012
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MH PRIORITY 10: Improving Early Access to Mental Health Services
DESCRIPTION OF PRIORITY: Supporting Delivering Bold Steps Priority 2
Improve early access to Mental Health Services via primary care, gateways and other community based initiatives
ACTIONS
Accountable Officer
Start Date (month/year)
End Date (month/year)
1 Begin delivery of social care in each of the Health of the Nation Outcome Scales Payment by Results clusters
Paul Absolon April 2012 March 2013
1.1 Pilot social care staff moving to primary care setting in conjunction with Improving Access to Psychological Therapies in one locality.
Paul Absolon April 2012 March 2013
1.2 Provision of social care in Health of the Nation Outcome Scales Payment by Results clusters 2 and 3.
Paul Absolon April 2012 March 2013
1.3 Staff in secondary care settings develop social responses in clusters 4, 5, 6, 8, 10 and 13. Paul Absolon April 2012 March 2013
2 Deliver holistic service in non‐stigmatising settings Paul Absolon April 2012 March 2013 2.1 Improve public access via gateways and other community based initiatives. Paul Absolon April 2012 March 2013 KEY MILESTONES DATE
(month/year)
A Social care provision established in Health of the Nation Outcome Scales Payment by Results clusters 2 and 3. March 2013 B Social care responses established in clusters 4, 5, 6, 8, 10 and 13. March 2013 C Mental health social care access via gateways and other community services established. March 2013
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SECTION D: RESOURCES
Budget and Staffing Profile Summary. Learning Disability and Mental Health Staffing.
Staffing Non staffing Gross Expenditure
Service Income
Net Expenditure
Govt. Grants Net Cost Unit
Responsible Manager
£000s £000s £000s £000s £000s £000s £000s Efficiency Team James Lampert 348 6 354 0 354 0 354 East Kent Chris Beaney 9,660 65,425 75,085 ‐6,048 69,037 0 69,037 West Kent Mark Walker 6,241 57,825 64,066 ‐5,354 58,712 0 58,712 Mental Health Penny
Southern/ John Hughes
10,183 15,372 25,555 ‐3,203 22,352 0 22,352
Learning Disability and Mental Health Divisional Budget
Penny Southern
458 6,715 7,173 ‐1,014 6,159 0 6,159
Total Learning Disability and Mental Health
26,890 145,343 172,233 ‐15,619 156,614 0 156,614
LD / MH Staffing 2012/13 Grade KR13 (or equivalent) and above 6.57 Grade KR12 (or equivalent) and below 759.94 Total 766.51
Due to organisational changes it is not possible to compare staffing levels 2012‐13 with the previous year.
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Sustainable Communities The Sustainable Communities Project Officers (SCPO) work across directorates and their partners to represent Families and Social Care interests to District Councils, Developers and Health organisations. Priorities fall into three categories:
• Local Development Framework ‐ Kent County Council provides a formal response to all Local Development Framework consultation documents.
• Kent County Council Integrated Infrastructure Finance Model (IIFM) – this is a strategic modelling tool to assess and cost the infrastructure required as a result of housing growth in Kent. This approach has been endorsed by Members for the County Council.
• Developer Contributions are the main funding source to provide new infrastructure to support new housing. Developer Contributions are primarily capital funding (although there is currently work ongoing to develop models for securing revenue funding) negotiated through Section106 agreements under the Town and Country Planning Act, 1990. The money is collected to mitigate the additional need on services/infrastructure as a result of new housing.
• Influence the development of a Kent Guidance on Wheelchair Accessible Standards and contribute to the protocol to improve the allocation of wheelchair accessible houses through the Kent Forum Housing Strategy.
Operational Support UnitThe Operational Support Unit was created in April 2011 and essentially comprises former Area based support staff across a range of functions, including policy and standards, management support, planning, practice quality assurance, customer care and complaints and other functions. As a centralised Unit there was an expectation that savings would be possible, but also that efficiencies will be secured through merging this resource, and importantly that new ways could be found to improve management control and standardisation of function and process within the operational teams. The purpose of the Operational Support Unit is to:
• provide embedded capacity and professional support and guidance to the Operational Divisions within FSC • assist in the management of change • develop further the performance and quality culture within social care • be a composite part of any formal integrated entity or construct that emerges from the work leading to the integration of health and
social care. • ensure strong and effective links with the Strategic Commissioning Division and with BSS Business Partners.
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The Operational Support Unit is currently undergoing a review that will be put in place during 2012. Strategic Commissioning Division The Strategic Commissioning Unit is a resource that the learning disability and mental health services draw upon. The Families and Social Care Strategic Commissioning Division has 3 functions currently delivered through 5 units: A. Safeguarding 1. Adults’ Safeguarding Unit B. Commissioning 2. Adults’ Commissioning 3. Children’s Commissioning. C. Performance and Information Management 4. Performance and Management Information Unit–Children 5. Performance and Information Management – Adults The Strategic Commissioning Division’s operation Plan is available online at Kent.gov.uk Safeguarding Kent County Council is committed to ensuring that people in situations which could put them at risk of abuse and danger, receive the support they need to maintain their personal safety and independence. Safeguarding is a major priority for us. Through Multi‐Agency Public Protection Arrangements and the Multi‐Agency Safeguarding Vulnerable Adults Executive Board, we have in place robust adult protection processes which safeguard vulnerable adults effectively. Kent County Council takes a personalised approach to safeguarding. Raising awareness amongst members of the community about safeguarding is key. In Kent, safeguarding is everybody's business. All staff receive safeguarding training and have access to the multi‐agency polices, procedures and guidance. A programme of scheduled internal and external practice audits evidence improvements in the quality of practice across the county.
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SECTION E: RISK & BUSINESS CONTINUITY Growing Demand: Social care is a demand led service and the increase in demand as people live longer with more complex conditions has been well documented. Due to advances in medical science and the promotion of healthier lifestyles, people with learning disabilities are, like the rest of the population, living longer. Research by the University of Lancaster estimates that the number of people with learning disabilities will grow by 14% over the two decades 2001 – 2021; this represents an increasing social care need across the country. Demand on mental health services in the next five years will be driven by changes in the number who need services. In other words, there will be more people who need services because the population is increasing, not because mental illness is itself becoming more common. The Mental Health Joint Strategic Needs Assessment for Kent and Medway estimates that there are 163,000 to 190,000 people with common mental health problem(s) at any one time, of which 25% need treatment. More than 60,000 people are estimated to have severe mental illness, and around 12,000 people are estimated to have severe and enduring mental illness. We are taking action to mitigate the risk of demand outstripping our resources by:
• Continuing to improve signposting, information, advice and guidance at first contact; • Transformation and reshaping of services to encourage self management wherever possible; • Continuing to move to personalised services and direct payments; • Maintaining preventative services to help people stay independent for as long as possible; • Streamlining processes and adopting joint approaches with other organisations such as Health.
Financial pressures: The reduction in our funding has to be managed alongside the growth in demand for services. Alongside robust management action to monitor, manage and review expenditure we continue to:
• drive forward the delivery of efficient and effective services through our modernisation agenda; • support a Kent County Council wide review and reorganisation to deliver efficiencies to support front line services; • work innovatively with Health to deliver social care to most vulnerable as health budgets are protected; • make more efficient use of technology; • focus on debt management.
Partnership working: reductions in funding will have to be managed alongside growing demand and public expectations of services.
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Partners, (particularly Health) and the private and voluntary sector are also be facing financial and organisational changes which may make joint working and developing a range of exciting local services challenging (Delivering Bold Steps priority , 15). Reorganisation and Modernisation: Our vision for the future of social care in Kent coupled with the Kent County Council reorganisation present a number of risks that have to be managed including:
• Reprovision of in house services; • Maintaining leadership, vision and drive to ensure we deliver medium term efficiencies; • Maintaining a motivated workforce delivering high quality services during a time of extensive change; • Ensuring a vibrant social care market is available through private and voluntary sector to support personalisation.
Safeguarding: We will ensure we provide the most robust and effective public protection arrangements (Delivering Bold Steps, priority 14). Kent County Council and its partners will set of multi agency safeguarding arrangements across Children’s and Adult’s services that effectively respond to safeguarding concerns and work collectively to protect vulnerable children and adults effectively. This work is overseen by the Safeguarding Boards. We will achieve this by:
• Strong governance arrangements in place, with reporting lines from the Corporate Management Team and the Cabinet Member for Adult Social Care and Public Health through to Locality Teams.
• Multi Agency Strategic leadership given by the Children and Vulnerable Adults Safeguarding Boards. • There is a programme of multi‐agency safeguarding training for social care staff, including those employed by the independent
sector, which raises awareness of risk and safeguarding issues. • Raising awareness amongst members of the community about safeguarding. • Monitoring what we are doing on a quarterly basis and report this to Directors and Cabinet Members.
Success would focus on the following Safeguarding outcomes as identified by Government.
• Empowerment ‐ people and their family and carers, where appropriate, are fully involved and empowered in finding solutions to the issues which have placed them at risk.
• Protection ‐ people are protected from abuse and are fully supported through the safeguarding process.
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• Prevention ‐ personalised services are in place to help prevent people from suffering harm. Key to this is will be the promotion of awareness of safeguarding issues to the public.
• Proportionality ‐ Any action to protect people is undertaken in a balanced and proportional way to ensure that where ever possible people still have control of their lives wherever possible.
• Partnership ‐ Local services and communities are working together to ensure that people are protected from abuse. • Accountability. The Safeguarding processes in place are transparent through the reporting to the Safeguarding Boards, Elected
Members and the maintenance of proper recording and accounts in line with procedures.
Personalisation, Kent Card: If Kent County Council adopts a new pre loaded card provider, there will need to be detailed plans in place to manage the transition. The transition will require resources and could impact on service delivery
Business Continuity and Risk Management: The business objectives set out in this plan are monitored to ensure they will be delivered. Risks associated with potential non‐delivery and the controls in place to mitigate those risks, have been assessed and documented as part of the annual operating plan process. A Directorate risk register has been developed and is maintained as necessary. Business continuity plans are in place and form part of the contracting arrangements with private and voluntary sector providers. Our plans provide assurance that effective risk and business continuity management is being undertaken for each service, and that there is a clear synergy between service risk register, business continuity plan and business plan when the three documents are considered together. The availability of up‐to‐date plans will ensure that the Directorate can continue to operate and provide essential services, at least, to a pre‐determined minimum level, in the event of a major business disruption, and will aim to:
• Continue to provide key services to our customers; • Make best use of staff and other resources at a time when both may be scarce; • Empower staff to anticipate and manage potential disruptions; • Better communicate with staff and customers in periods of disruption; • Resume normal operations efficiently and effectively after a period of disruption; • Respond to emergencies and planned events, including 2012 Olympics and Paralympics Games, with an allocated resource in
emergency planning.
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The Division will continue to work within the Council’s Business Continuity Policy and Strategy framework, including reviewing Business Impact Assessments at least every 12 months, or when substantive changes in processes and priorities are identified. Reviews should be undertaken with any significant change such as reorganisation, the development of new services, change to or closing of services, regulatory or legislative requirements.
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SECTION F: PERFORMANCE INDICATORS
Target Ref: PERFORMANCE INDICATOR Floor Performance Standard
2011/2012 Outturn
Statistical Neighbour Outturn
Q1 Q2 Q3 Q4
ADASS Definition ‐ All service users and carers as at the last day of the period with a personal budget/direct payment as a percentage of all service users and carers who have received community based services on the last day of the period.
52.2% 52.2% 37% 65% 77% 88% 100%
Equipment and Adaptations delivered within 7 days.
Carers receiving a needs assessment or review resulting in specific carer's service or information and advice.
38% 38.0% 31% 38% 38% 38% 38%
Number of People receiving Enablement per year 1,675 6,700 1,950 3,900 5,850 7,800
Achieving independence for older people through rehabilitation/intermediate care.
87% 87.0% 81% 87% 87% 87% 87%
Delayed transfers of care. 5.01 5.01 11.9 0 5.01 11.9 0
People with a learning disability in stable accommodation. 65% 65% 58% 65% 65% 65% 65%
People with a learning disability in supported employment. 5% 6% 6% 6% 6% 6% 6%
Ref: Activity Indicators Statistical Neighbour Outturn
2011/2012 Outturn
Expected 2012/13 Activity
Number of People supported OP (?is this snapshot or over the year, does it include VCS grants?, can we split residential/community based services)?
18,000 18,300
Number of People supported PD 3,900 4,100
Number of People supported LD 2,300 2,300
Number of People supported MH 1,500 1,600
Number of Items of Equipment provided
Number of People provided with Equipment
Older People in permanent residential care per 10,000 of the population aged 65 and over. 13.4 11.4 11.4
Older People in permanent nursing care per 10,000 of the population aged 65 and over. 5.9 5.8 5.9
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