Delivering the Transformation of Social Care David Behan

1. Delivering the Transformation of Social Care David Behan Joint University Council Social Work Research Conference Wednesday 9th July 2008

2. Why are we here? • David - a 72 year old man with severe rheumatoid arthritis wants to plan his future and not create additional demands on his family • Rufus - a 27 year old with bi-polar disorder wants support to get back into work and stay in work • Patricia - a 42 year old mother of three with MS wants support to continue being able to look after her family • Preeti - a 31 year old with profound learning disabilities has a family who want support to remain her primary carers • Ethel - a 85 year old woman with dementia wants support to stay healthy and safe in her own home

3. What is the problem we are trying to solve? • The current social care system is not sustainable • A 20th century system for 21st century need • 4 policy drivers: • Population • Expectations • Technology • Economy

4. UK population • The number of those aged over 65 will increase by almost a third by 2020 • Over 85s will double. Over 100s quadruple • Increase of 2.9 million people with disabilities to 8.6 million by 2040

5. Older People • Average man will have 9 years with long term limiting illness compared to 6 years in 1981 • As the numbers grow, demand for care will increase, creating a need for public services but also for informal carers such as family and friends • We expect 1.7 million more people will require care and support in 20 years

6. Expectations “There are now 17 million baby boomers marching towards retirement with a high set of demands and a clear expectation of what they want in retirement....” Age Concern 2004 • The Disabled People’s movement has succeeded in driving huge changes to the way we think about equality and opportunities for disabled people, emphasising the need for people to have control over their own lives • Expectations will create demands for new and higher quality services

7. Expectations I need Tell me what I need – give it to me how and when I want I want I know what I need give me the solution I want when and how I want I can I don’t know what I need, nor what the solution is can we have a conversation I am I don’t want a service I want support and tools to self manage From Charles Leadbetter: The rise of the I can economy

8. Information • People’s desire for information, combined with trends in the use of technology, means people will increasingly expect to be kept well informed and involved

9. Technological change • From stair lifts to pressure packs, sensors and motion detectors • Social networking and web 2.0

10. Economic change • 2.8 million more in employment than 1997 • An average 70 year old has illiquid assets of £215,000 in 2005 compared to £88,000 in 1995 • In 2004 people 60+ owned £932 billion in equity on homes

11. Current system • Unfair • lack of consistency and rationing • Lack of choice and control • Lack of clarity • Lack of understanding of the system which is complex and complicated • Multiple funding and assessment procedures • Value for money • Lack of early intervention • Balance of services focused on • Outcomes • Are reduced as a consequence

12. Improvements over the last decade across all public services have created a strong foundation for responding to future challenges The next phase of public service improvement will depend on developing a new professionalism and more personalised approaches to meet people’s diverse needs Public services need to become more tailored to prevent and address complex needs, such as chronic health conditions There needs to be a greater emphasis by public services on integrating their responses for those with complex and entrenched problems, by joining up and tailoring services around the whole family What does this mean?

13. What are we doing? • The current system is not sustainable • Therefore we are committed to a 2 stage strategy • Transformation through Putting People First • Care and Support Green Paper

14. Key policy drivers Overarching principle – Families and Communities in 21st Century

15. Establishes a collaborative approach Sets out shared aims and values to guide transformation of adult social care Everyone who receives care and support will have choice and control System is universal Intervention is early Transformation programme

16. A personalised adult social care system • Joint Strategic Needs Assessments • commissioning to stimulate high quality responsive services • provision of universal information • common assessment processes • Person Centred Planning • personal budgets • support for user led organisations & other advocacy • workforce strategies to promote the values set out in PPF

17. The Government has committed to publish a Green Paper on the reform of care and support We want to engage with the public and stakeholders to debate this issue This week we published a document launching a large scale public debate which sets out the issues and trade-offs The case for change

18. Everyone is respected and included as equal members of society Everyone has the opportunity to fulfil their potential Public services enable people to feel empowered and supported in meeting their aspirations Everyone should be able to understand their role in terms of what they contribute to society and what they are entitled to from government Our vision for the future of Care and Support is shaped by the needs of the people We want a society where

19. Three principles will underpin any new system Promote independence, choice and control; Ensure that everyone can receive the high-quality care and support they need, and support is targeted at those most in need; Be affordable for government, individuals and families in the long term.

20. What more do we need to do to make our vision of independence, choice and control a reality? • What should the balance of responsibility be? • Should the system be the same for all or should we consider varying the way we allocate state funding?

21. What does this mean for you? • Research to enable transformation of social care • How do we ensure the workforce have the skills to deliver this agenda?

22. What we will do to support this? • UK Social Care Research Collaboration • Central Register for Social Care Research • NIHR School for Social Care Research • SCIE’s development and focus on research into practice • Review of Social Work Education

23. Thank you David Behan, Director General Social Care, Local Government and Care Partnerships