Managing Care with ConfidenceMarch 25th 2009

Sue Lightup – Strategic Director

Community Health and Social Care

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

• 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

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

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

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

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

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

• 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

• 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• 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

• 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

• 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!

• 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? Total System Change Commissioning The Customer Journey Back Office Resource allocation People and Skills Communication Testing through first phase Risk Management