OVERVIEW OF CARE ACT AND
RICHMOND COUNCIL PROGRAMME
Staff Conference 10 November 2014
Derek Oliver, Assistant Director, Adult and Community Services
Structure of Presentation
 Provide details about the key changes
 Council`s programme and readiness
Aims of the Care Act
 Provide clearer and fairer offer
 Promote people’s wellbeing
 Enable people to prevent and delay the need
for care and support,
 Enable Carers to maintain their caring role
 Put people in control of their lives so they can
pursue opportunities to realise their potential
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Legal framework of Care Act
Underpinning
principle
Wellbeing
General
responsibilities
and key duties
Prevention
Information,
advice and
advocacy
Integration,
partnerships and
transitions
Diversity of
provision and
market oversight
Key processes
Assessment and
eligibility
Charging and financial
assessment
Care and support
planning
Personal budgets and
direct payments
Review
Safeguarding
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The wellbeing principle
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Personal dignity
Physical and mental health and emotional wellbeing
Protection from abuse and neglect
Control over day-to-day life
Participation in work, education, training or recreation
Social and economic wellbeing
Domestic, family and personal
Suitability of living accommodation
Individual’s contribution to society
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New responsibilities for local
authorities towards all local people
 Prevent, reduce or delay peoples’ needs for care and
support
 Provide information and advice, including independent
financial advice
 Collaborate and cooperate with other public authorities,
including integration with NHS and other services
 Promote diversity and quality in the market of care
providers
 Ensure that no one is left without care if their service closes
because of business failure
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New duties for local authorities
 Duty to meet carers’ eligible needs and prepare a support plan
 Duty to arrange independent advocacy if person unable to participate
in or understand the care and support system
 New statutory framework for protecting adults from neglect and
abuse. Duty to investigate suspected abuse or neglect, past or present,
experienced by adults still living and deceased
 Duty to assess young people and their carers in advance of transition
from children’s to adult services, where likely to
need care and support as an adult
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New duties in relation to safeguarding
 Statutory guidance replaces ‘No Secrets’ guidance
 To make enquiries, or cause others to do so
 Set up a Safeguarding Adults Board (SAB), with core
membership from the local authority, the Police and the
NHS
 Arrange, where appropriate, for an independent
advocate to represent and support an adult who is the
subject of a safeguarding enquiry or Safeguarding Adult
Review
 Core partners to co-operate in order to protect adults
experiencing or at risk of abuse or neglect
Safeguarding Adult Boards (SAB) must
 Publish a strategic plan for each financial year that sets out how it
will meet its main objective.
 Publish an annual report detailing what the SAB has done during the
year to achieve its objective and what it and each member has done
to implement its strategy.
 Decide when a Safeguarding Adults Review is necessary, arrange
for its conduct and implement the findings.
 (The purpose of an SAR must be to learn lessons and improve practice and interagency working.)
 The SAB can require information from an organisation or individual
relevant to its functions
Assessment and Eligibility process
Assessment
• What are the
needs and
outcomes the
person wants
to achieve?
Eligibility
determination
Financial
Assessment
• Are the
person’s
needs
eligible?
• Charges
based on
charging
policy and
subject to
limits
Deferred
payment
agreement
• Must be
offered to
anyone who
meets the
criteria
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Care and Support Planning process
 Care and support planning should put people in
control of care
 Person must be actively involved and influential
throughout the planning process
 Independent advocates must be instructed early in
planning process for people with substantial
difficulty and no other means of accessing support
to facilitate involvement
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Personal Budgets, Direct Payments
and Review
 The personal budget and direct payments must be sufficient to meet
eligible care and support needs
 The overall cost must be broken down into:
 the amount the person must pay
 the amount the authority will pay
 The review process should be:
 person-centred
 outcomes focused
 accessible
 proportionate to the needs to be met
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Implications for people needing care
and support
 Better access to information and advice, preventative services, and
assessment of need
 An entitlement to care and support
 A cap on care expenditure which an individual is liable for comes into
effect from April 2016
 A common system across the country:
 Continuity of care
 Fair Access to Care Services (FACS) replaced by a national
eligibility threshold
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Vision
Enabling a full life
We aim to offer the right
amount of care and support
at the right time
and place.
We are committed to
supporting citizens in their journey
and enabling them to
be in control of
their wellbeing.
Richmond`s programme work streams
and lead officers
Programme Sponsor with overall responsibility: Derek Oliver
Programme Manager for delivery: Gill Ford
Community
Offer
Lynn Wild
Di Manning
Market
Shaping
Amanda
McGlennon
Prevention
Janet Cole
Anna
Raleigh
Safeguarding
Jon Norris
Social care
charging
Jeremy
DeSouza
Andrew
Rhodes
Key deliverables (1)
 Adult Prevention Strategy
 Enhanced provision of information and advice (including
financial advice)
 Reviewing Safeguarding Board
 Reviewing safeguarding interventions - Making Safeguarding
Personal
 Reviewing and streamlining how adult social care is
delivered to service users and carers
 Implementing new eligibility framework for users and carers
 Devising fair and equitable system for allocating Personal
Budgets
Key deliverables (2)
 Enhanced advocacy offer
 Changed carers offer to ensure more carers are reached
and duties fully met
 New charging policy
 Wider availability of deferred payments
 Introduction of Care Accounts to track progress towards
Care Cap in 2016
 Market Position Statement
Readiness check
Programme and
implementation plan in
place
Local health and social
care systems leadership
awareness and
engagement
Progress in forecasting
future demand and
implications
Concerns regarding cost
of reforms, immediate and
on-going
Workforce
IT systems
Unknown risks
Summary
 Significant modernising legislation incorporating :
 New duties for local authorities
 New rights for service users and carers
 Aims to make care and support clearer and fairer and put
wellbeing at centre of decisions and extend personalisation
 Local authorities have new responsibilities to all local
people, including self funders
 Significant changes to the way that people will access the
care and support system
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