Managing Care with Confidence March 25 th 2009

1. Managing Care with ConfidenceMarch 25th 2009 Sue Lightup – Strategic Director Community Health and Social Care

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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