LINCOLNSHIRE ASSESSMENT AND REABLEMENT SERVICE (LARS) Part of our Putting People First Transformation: - PREVENTION REABLEMENT MAINTENANCE.

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Presentation transcript:

LINCOLNSHIRE ASSESSMENT AND REABLEMENT SERVICE (LARS) Part of our Putting People First Transformation: - PREVENTION REABLEMENT MAINTENANCE

1.Financial Model 2.Specification 3.Pathway 4.Monitoring outcomes 5.Roll Out 6.Lessons/ Issues Learnt

Financial Model Critical Assumption Areas: Scenario 2: As scenario 1 with unproven reduction in maintenance hours following reablement Expected new entrants to service each week (no previous home Support or closed 3+ week ago) 70 Expected numbers re-entering reablement for coming from maintenance each week due to significant life event 30 % leaving without service each week (from new case population)52% Number to maintenance each week from new case population48% Re-entrants leaving without a service each week0% Growth in demand3.5% Average reablement weeks6 Average reablement hours7.5 Average hours for legacy long-term maintenance home care7.2 Average hours for maintenance home care after reablement6 Current cost per hour and assumed as continuing cost on legacy cases – independent sector£ Future cost per hour on transfers from reablement only – independent sector£ Future average cost of service 2009/10 - £ per hour Future average cost of service 2010/11 - £ per hour Future average cost of service 2011/12 - £ per hour Future cost per hour – Direct Provision – per paid hour£ Legacy Direct Provision hours reduction 1.45%

Financial Model

Specification

Key Issues A commissioned service Developed in partnership with in-house Service definition Outcomes Volume/ Price Workforce requirements

Pathway

Monitoring Outcomes

Roll Out

Issues Action learning approach Role between ASS/ C Management and in- house Home Care co-ordinators Fit with overall system/ intermediate care Charging Hospital discharge

Issues Balance and capacity Generic workers Whole system impact Better outcomes for people