“The Challenges of Adult Social Care and the Opportunities for Collaboration and Efficiency” for The West Midlands Leaders Board Linda Sanders Chair WM JIP and ADASS and Director of Adult, Community & Housing Services Dudley MBC 13 th 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 % 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

Questions 1.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

Adult Social Care- Our WM Plan Matt Bowsher- Regional Transformation Lead ADASS Away Day Birmingham University

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 START 30% 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 VOLUMES 2- 5% of over 65 population going through re-ablement HIGH VOLUMES >5% of over 65 population going through re-ablement Possible ?Target Interim Build Capacity 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 Aims Evidence Cultural Change Piloting

Priority 3: Personalisation Scope: 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 Capacity Consultancy capacity Project management

Priority 4: Collaboration & Commissioning Scope: 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 budget Delivery method: Case studies, access to the IEWM Transformation Team, funding.

ANY QUESTIONS? Linda Sanders 13 th April 2010