Managing demand for
Adult Social Care Services
Linda Sanders, Corporate Director
Social Care, Health & Housing
ADASS Spring Conference, April 2012
Strategy
• To reduce the reliance on long-term residential/nursing
placements, enabling people to remain living in their own
homes rather than be placed in institutional care.
• Enabled by effectively mainstreaming TeleCareLine and Reablement services, as part of transforming approach to social
care.
Transformation targets
• 3000 new TCL users by the end of 2014/15.
• Savings target of £8.5m by 2012/13. £4.7m delivered 2011/12
through Telecare, Reablement and reduced care home spend.
• Comprehensive financial model created to develop and
monitor targets.
Anticipated impact of changing care
model
Combination of:
• preventing/delaying
entry into residential
care
• Preventing people
needing on-going care
• support confidence
building during reablement process.
LBH new customer pathway
•
All service users referred to homecare re-ablement initially – hospital
discharge and community referrals.
•
TeleCareLine part of mainstream offer within Adult Social Care for all clients.
•
TeleCareLine free for over 85s, FACS eligible and first 6 weeks as part of a reablement package.
•
TeleCareLine available for self funders, charges from £1.13 to £12 per week.
•
In-house monitoring and installation team.
•
In-house mobile response service (out of hours) for service users without
responders.
Impact of change – 2011/12
• Reduction in long-term residential and nursing care placements from
8.08 per week in 2010 to 3.57 per week to end Feb 2012.
• Reduction of 112 OPS placements from October 2010.
• Residential/nursing placement headcount at its lowest since April
2008.
• Reablement with Telecare has led to steady reduction in homecare
hours purchased of 10% from April 2011 to date, forecast continued
year-on-year reduction of 7.8%.
• 1120 TeleCareLine installations against a target of 750 for 2011/12.
Early indicators from TeleCareLine
evaluation
Detailed analysis of sample of new TeleCareLine service users during
2011:
• 195 clients reviewed – all with enhanced package of support
• 48% of cases are considered to be assisting in delaying the demand for
further services
• 10% have enabled a delay in residential care placements
• 42% have facilitated a smaller homecare package.
The recipe
• Strong strategy and vision.
• Clear internal process – infrastructure in place.
• Efficient business processes - clearly communicated.
• Ongoing PR/communications programme, focusing on all key
stakeholders.
• View internal workforce as key stakeholder – don’t just focus on
residents and partners.
“Hearts and minds”
• Changing the way we engage with
service users and the support we
provide.
• Staff and service users – key
stakeholders, dedicated activity to
engage both for success.
Engagement with Health
• Successful hospital discharge approach, with TeleCareLine
being regularly referred.
• Increased focus on TeleHealth through NHS Operating Plan,
WSD and “3 million lives”.
Got “everybody in the room”
• Acute hospital
• PCT
• CCG
• CNWLT – (Community Trust)
Business case built around LTC
• Initial action based around impact on LTC costs.
• Introduced strategic direction towards a TeleHealthCare
service, integrating Health and Social care approach.
• “Out of hospital care” an increasing focus
• Aligned with existing Integrated Care pilot.
Lessons learned
• Compelling case.
• “Vision” is accepted and understood.
• Has helped to forge links with NHS.
• Hard to get coordinated action.
• Will keep pushing!
Thank you
Any questions?