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VIEW FROM ADSSC

VIEW FROM ADSSC. CHANGING TIMES Sue Evans President ADSS Cymru. Who are ADSSC? Association of Directors of SS, Cymru. National professional leadership organisation Democratic – accountable to members Able to influence national policy Works in partnership to deliver improvements

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VIEW FROM ADSSC

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  1. VIEW FROM ADSSC CHANGING TIMES Sue Evans President ADSS Cymru

  2. Who are ADSSC?Association of Directors of SS, Cymru • National professional leadership organisation • Democratic – accountable to members • Able to influence national policy • Works in partnership to deliver improvements • Each Council retains sovereignty • Each Statutory Director accountable • Is Constitution still fit for purpose?

  3. The Case for Change

  4. What does the SSWB Act set out to do? The fundamental principles of the new system are about: People – puttingan individual and their needs, at the centre of their care, and giving them a voice in, and control over reaching the outcomes that help them achieve well-being Well-being – supporting people to achieve their own well-being and measuring the success of this care and support Earlier intervention - increasing preventative services within the community to minimise the escalation of critical need Collaboration – Strong partnership working between all agencies and organisations to safeguard and support those in greatest need

  5. An overarching wellbeing ‘duty’ on LA’s to seek to promote the wellbeing of people who need care and support Protection from abuse and neglect Education, training and recreation Social and economic well-being Physical and Mental Health and Emotional well-being Domestic, Family and Personal relationships Voice and control Contribution made to society Suitability of living accommodation Securing rights and entitlements

  6. 3 pillars of SSWB Act

  7. A changing focus for assessment

  8. Move trigger over time Access to information, advice and support from LA and LHB Services available to promote independence and wellbeing People eligible for a local authority service via care and support plan The intention

  9. How could we do it – international evidence? • Collaborative leadership - 'understanding and respecting each other's business‘ • Relentless focus on citizen’s • Unified information system • Pooled or aligned budgets • A shared culture that ‘listens’ and seeks for constant improvement • Purchaser/Provider Partnerships

  10. Some Factors For Success • Support designed around the individual, not around professional, service or organisation • Local determination maintained • Existing ‘Good’ arrangements sustained • Coherent legislative and policy framework • Whole system working • Empowered front line

  11. Some Factors For Success • Appropriate scale and pace of change • 5 year plan • Align budgets for effectiveness • Explicit responsibilities for market development • Recognise the costs associated with changing practices

  12. Regional Governance – SSWB Act • Regional governance – Partnership Forum, Provider Forums, Citizen Panels • Involved communities and individuals in planning and delivery to meet well-being outcomes • Joint health and social care commissioning plans and integrated or aligned budgets • Integrated responses, based on outcomes defined by service users not targets

  13. Culture and Leadership • Integration driven by cultures not structures. • Integration based on place, not organisation. • Leaders communicate a persuasive and shared vision • Goals & incentives are aligned • Empowered users & carers – strong voice • Shared priorities • Leaders, at all levels, as agents of change

  14. Impact for SWs and Care Providers • We will always need personal care for those with high needs and numbers are increasing • More Joint Packages of Care? • Re-ablement focus, so ongoing state funded care is reduced to minimal levels • Re-ablement focus, with risks shared and managed • Increase in Direct Payments – market impact? • Focus on outcomes, rather than tasks

  15. Measuring Outcomes • More difficult than measuring activities • Outcomes are unique to individuals with similar needs • Distance travelled for individuals with very high needs • How do we measure VFM? • How do we demonstrate we have made a difference?

  16. Why we continue to get it wrong! • Forgetting about outcomes • Not talking enough about the important stuff • Continuing to revert to unhealthy 'default positions' - blame still alive and kicking • Looking for a 'quick buck' - everything driven by finance or “political” targets • Not celebrating success

  17. How can we get it right! • Listening to what people want - not just interpret what they need • Give attention to people's well-being as well as to complex needs • Let go of professional territorialism • Trust each other to 'do the right thing', not just to do things right‘ • Celebrate success across agencies • Above all - Dogged determination, urgency and pace

  18. Make it happen! • But it will need: • Heaps of trust to develop relationships that mean something • Willingness to take a 'leap of faith‘ together • Collective determination to make a lasting difference • Trust that colleagues work for the common good • Self-reflection – ensuring that we are not part of the problem!

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