Person Centred Services from an RSL perspective (integrated services to support independence) Tim Edwards & Sue Hailstones

Aspire Housing Based in Newcastle-u-Lyme Urban and rural – some significant areas of deprivation North Staffordshire focus 8350 properties 20,000 customers LSVT Formed 1990 Group structure in 2008 Aspire Housing PM Training Realise Foundation

What is Independent Living? A range of services that help customers maintain independence For Aspire this involves internal delivery and reliance on external partner agencies Models of delivery vary across the Country

Why Is Independent Living Important For Aspire? Key part of Delivering Excellent Services Reinforces Aspire’s Vision & Core Values Significant Social Impact Major Links to Neighbourhood Sustainability & New Approach to Service Delivery both within Aspire & Via Locality Working

Independent Living for Aspire 43 Staff with diverse skills – supporting older people, adults and children, worklessness, homelessness Sheltered Housing, 17 schemes 604 properties Care Call/Telecare Services, over 3,600 Tenancy Support, high demand over 50 cases Minor Adaptations, 430 comp. 1/04/08-31/03/09 Extra Care,60 apartments 40 rental/ 20 shared ownership Floating support – older persons, worklessness, homelessness

Mill Rise Aspire’s first Extra Care Developed with PCT Multi Agency funding Location - area of high deprivation and Housing Market Renewal area Mixed Tenure – Rental Shared Ownership

Mill Rise - Key learning points Clear and compiling vision for the services Strong commitment from partner organizations to deliver a joint project Good communication between partners throughout the project Effective co-ordination and project management processes Customers being at the centre of service design and delivery Professional input from service providers to maximise effectiveness of the built project Ensuring development aligns effectively with strategic planning and future service delivery models

Service Review Rationale Review of current Independent Living Services Clarify overall vision & direction of travel for IL Services linked to Services Strategy Options for the future

Drivers Rising public expectation: People increasingly expect (health and social) care and support that is personalised – tailored to fit in with their lives, more focused on keeping them well and independent; not just dealing with crisis situations. Commissioning – SP PSA16 – support for vulnerable adults Putting People First Demographics : oOver 85s to increase by 2.5% per year o25% over 85s will develop dementia oOne Third over 85s need constant care or supervision o1 - 2% per year increase in people with learning disabilities oInflationary pressure in sector/difficult financial environment

Self Assessment Strengths: staff want to provide services that make a difference Weaknesses: services not joined up around the customer Opportunities: customers want Aspire to provide these services - personalisation Threats: capacity, competition, compliance, VFM, performance

What do our customers and key stakeholder say? Person centred approach Single point of contact One assessment of need To influence future service delivery Aspire to continue delivery of services Clear service standards Respect Choice, dignity and control

Person Centred Model what will it look like?

A case study Alcoholism Socially Isolated Poor Health Poor Diet customer Anti Social Behaviou r 132 Contacts With Housing, Health And Social Care Severe Financial Problems Victim Of Abuse

Person centered = Success Poor Health Alcoholism Anti Social Behavio ur Poor Diet Severe Financial Problems Victim Of Abuse Socially Isolated Dedicated Lead Worker coordinates problem resolution Protected Stopped Controlled Re-Integrated Treated Addressed Managed Customer

How are we going to get there? Pathway to quality and success Operational plan Service Improvement Plans 14 key recommendations from the review Service Improvement Teams/locality working with partners

Key Recommendations Strategic Direction Independent Living Strategy Person centred approach Organisational Redesign Organisational capacity Customer Contact Single point of contact Fair access to services Performance Management Performance Management systems Contract Management Service standards Outcome focus Assessments/ Support Planning Single clear process for needs assessment Customer Involvement/ Engagement Service improvement team Feedback framework Staff Involvement/ Engagement Golden thread

Key Recommendations/2 Policy Development Strategic framework Robust approach Workforce development Competency framework Training plan Asset management Comprehensive understanding of future assets Business Management & Development Marketing strategy Partnerships Maximise opportunities Cross Cutting Issues Effective processes Information IT strategy

Implications for Partners Joint commissioning Trust Transparency Flexibility – around customer needs Joined up - irrespective of point of access to services Data sharing

Outcomes for Customers Improved access and service quality Single point of contact Retention of independence Preventative services Outcomes for Providers Reduced duplication Better service outcomes Better use of resources Increased efficiency Government Targets

Thank you Any questions?