Transcript Document

Commissioners intentions
for supporting people to live
in their own homes
Kent Housing Group 22 October 2014
Virginia McClane
Commissioning Manager
October 2014
“Life, not a service”
Savings
£330 million
…new savings estimated between
April 2014 and March 2017
£18 million
…Adult Social Care
Savings for 2014/15
Transformation Model (Phase 1)
Delivering the Future Vision
•
•
•
Pathway working within the principles of care
Integrated health and social care pathway,
commissioning and provision
Shaping the market through strategic
engagement with key primary suppliers
Phase 3
Wave 3: Integrated commissioning
Phase 2
Wave 2: Increased breadth of services
Wave 1: Best use of existing systems
• Broader suite of commissioned services
throughout the FSC pathway
• Improved internal systems for efficient
delivery of services
• Integrated internal processes in the
care pathway
• Work with partners to develop joint
strategic commissioning arrangements
Phase 1
• Improved use of enablement-based
services
• Improved internal systems
• Reshape provider markets (incl.
rationalisation) to lay the foundations
for future transformation
Current Operating Model
•
•
•
•
•
Panel-focused care pathway
Traditional system adjusted with independencepromoting services
Time-consuming internal processes
Time and task contracting relationships
Large provider networks
c£30M savings
Phase 1 – Better outcomes less cost
Accommodation and Homecare Strategies
Independence & wellbeing apartments
Trial Tenancy
Adjusting to a new condition or
disability
Assessment step up/down
Respite
Partnership with Housing Provider
Commissioning, OT’s, Case
Management & Care Provider
Fully furnished
Licence agreement issued by KCC
Short term - up to 6 weeks stay
Bookable in advance
55 + Eligibility Criteria
Negotiations with
providers for more flats
Wellbeing, lifestyle & peace of mind in Extra Care
£27.96
Rents
Service
Charge
Affordability
Meals
-
Review completed in 2014
Support the Accommodation Strategy
Does it act as a deterrent?
Comparisons with other LA’s
Develop consistent approach
24 hour
onsite care
& support
- 70% don’t pay
- 27% pay full amount
- 3% pay reduced amount
- Kent expensive compared with other LA’s
- Affordability can act as a deterrent
Key decision taken September 2014
£15 for existing schemes effective April 2015
and immediately for new schemes .
Still some work to do where Housing Providers are also care providers. Housing business
models may be based on the assumption that they will also be the care provider and apply a
“lifestyle” charge within tenancies
Transformation (A Waved Approach) Phase 2
Delivering the Future Vision
•
•
•
Pathway working within the principles of care
Integrated health and social care pathway,
commissioning and provision
Shaping the market through strategic
engagement with key primary suppliers
Phase 3
Wave 3: Integrated commissioning
Phase 2
Wave 2: Increased breadth of services
Wave 1: Best use of existing systems
• Broader suite of commissioned services
throughout the FSC pathway
• Improved internal systems for efficient
delivery of services
• Integrated internal processes in the
care pathway
• Work with partners to develop joint
strategic commissioning arrangements
Phase 1
• Improved use of enablement-based
services
• Improved internal systems
• Reshape provider markets (incl.
rationalisation) to lay the foundations
for future transformation
Current Operating Model
•
•
•
•
•
Panel-focused care pathway
Traditional system adjusted with independencepromoting services
Time-consuming internal processes
Time and task contracting relationships
Large provider networks
Scope
• Demand management through community capacity (Vol. Sector)
• Integration with the NHS as a mechanism to improve outcomes
and drive further efficiencies
• Increase breadth of commissioned services, focused on enabling a
more holistic approach to care in the community
Integration – Whole System Transformation
KCC’s Adult
Social Care
Transformation
Plan
CCG
Strategic
Plans –
2019
Whole System
Transformation
Kent’s
Pioneer
Programme
– 2018
The Better
Care Fund –
2016
(£101m for
Kent – not
new money)
The Health
and
Wellbeing
Strategy –
2017
Our Model of Integrated Services
Integrated Discharge Teams: Acute
Hospital sites; 7 days a week working.
Crisis Response Services:
Access to shared anticipatory
care plans by the ambulance
service, enhanced rapid
response, enablement services
and voluntary sector based crisis
response services.
Integrated Care Home Support:
Integrated teams including
Consultant and GP support; Use of
technology to Care Homes / Extra
Care Housing providers.
Integrated Equipment, DFGs, capital
adaptations & assistive technologies
at the front end of all services, video
conferencing with clinicians and
development of new pathways.
Non Acute Bed Provision:
Consultant and GP support;
Integrated Care Centres; Extra
Care; Rehab Units; Community
Hospital beds; Private Residential
and Nursing bed provision.
“I can plan my care
with people who
work together to
understand me and
my carer(s), allow
me control, and
bring together
services to achieve
the outcomes
important to me.”
Improved data sharing:
Promotion of NHS number, better
exchange of health information, use
of the health and social care
information centre, patients
accessing own health records, GPs
linked to hospital data.
Integrated Enhanced Rapid
Response:
Rapid Response; active reablement;
“Going Home Teams”
Integrated Long Term Conditions/
Neighbourhood teams:
24/7 access to multi-disciplinary teams
coordinated by the GP, inc mental
health/dementia; risk stratifying
patients; access to one shared care
plan for patient & professionals.
Integrated Access:
Integrated Locality Referral Unit;
7 days a week direct access and 24/7
crisis response; Access to shared care
plan on an integrated platform.
Operating model:
Integrated skill mix, assessors
accessing integrated care direct: i.e.
nurses accessing social care and case
managers nursing care, skills for
mental health/dementia/LD.
thank you
Virginia McClane
Commissioning Manager – October 2014