1 / 12

Understanding The Local Learning Disability Market

Understanding The Local Learning Disability Market. Debbie Endersby Head of Strategic Commissioning (Learning Disabilities) Stella Armstrong Financial Services Manager (Adult Social Care). Purpose and context for today’s session .

theoris
Télécharger la présentation

Understanding The Local Learning Disability Market

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Understanding The Local Learning Disability Market Debbie Endersby Head of Strategic Commissioning (Learning Disabilities) Stella Armstrong Financial Services Manager (Adult Social Care)

  2. Purpose and context for today’s session To present to, and engage with, leaders and senior managers of local LD services, in regard to: • The market for accommodation and day services today and in the future • Commissioning and procurement intentions • The financial challenge Our key messages today will be: • Overall levels of funding will be less in the future • Some services will not be commissioned in the future • There are some specific commissioning challenges meeting particular needs (e.g. older people and people with the highest support needs) • There are opportunities to modernise services • We want to work flexibly in partnership with value for money providers We want to hear from leaders and managers. What support can we offer you ?

  3. Messages to providers .. • We will work actively in partnership with you: • Where quality meets service user (and ESCC) expectations • Where you provide best value for money • Where you provide flexible service models in line with our commissioning intentions • We recognise the difficult market conditions: • There will be some providers who do not meet these expectations • Will not work with some providers in the future • Some providers may leave the local market or fail

  4. Commissioning Priorities • More choice of accommodation based services (not more total supply…) • Day opportunities • Commissioning will reflect: • personalisation (choice and control) • support for carers and communities (social capital) • Quality and safeguarding • The financial challenge …

  5. Financial challenge – headlines • 2011/12 ASC budget -£166.7m (2.1% reduction of £3.5m) • 2011/12 ASC LD budget -£34.9m (2.7% reduction of £1m) • ESCC committed to delivering savings of £100m by 2014/15 • CSR – Reduced funding to LA’s of 22% in cash terms by 2014/15 • ASC can not continue to do everything it currently does: • Day-to-day budget realignment and savings (overall levels of funding reducing) • Strategic reviews of in-house services (what does ESCC need to continue providing?) • Implementation of commissioning and procurement strategies • Working in partnership with providers • Increasing demand for services and reducing budgets

  6. Collaborative working (1) • ESCC will support the market by: • Providing information and signposting • Facilitating discussion and partnership • Identifying risks and working in partnership to manage them • Opportunities ? • Degree of confidence in levels of demand (needs) • Personalisation • Capital investments

  7. Collaborative working (2) • Commissioning Strategies • Outline Service Specifications • Commissioning for outcomes (not prescriptive) • Developing our approach to procurement frameworks, preferred providers and pricing tools, to deliver: • Consistency / fairness / clarity • Quality • Value for money

  8. Accommodation Based ServicesThe market today and in the future During 2010/11: • 37 placements in residential care (inc. people changing services) • 55 placements in supported living (inc. people changing services) • 60% of the LD budget spent on residential care • 14% of the LD budget spent on supported living (care and support) • Sufficient and targeted supported accommodation in the pipeline In the future • Fewer placements in residential care, at better value for money • More supported living (care and support) will be required • More use of ordinary housing stock, with mix of care and support providers

  9. Accommodation Based ServicesCommissioning and procurement intentions Service models • Enough residential care and pipeline supported living schemes • Separation of housing and care and support • Scale and communal facilities (no single person services) • Assistive technology • Priority service users • Older people • Young and working age adults with the highest support needs

  10. Day Opportunities The market today and in the future During 2010/11: • 25% of Day Opps. spend in the independent sector • 6% of Day Opps spend on employment related support services • 2.7% of the LD spend on Direct Payments In the future: • More choice (more spend in the independent sector) • More employment support and employment opportunities • Continued development of personalisation and self directed support

  11. Day Opportunities Commissioning and procurement intentions Service models • Community based (hubs) • Time limited, with progression and outcomes focus • Employment and valued social roles • Priority Service Users / Challenges : • Older people • People with the highest support needs

  12. Carousel workshops (x3) • Your response to what you’ve heard … • The Challenges • New Opportunities • Improving communication and partnership • What more do you need from us ? • Other questions ..

More Related