ADASS Resource Reduction Board

1. ADASS Resource Reduction Board John Jackson Co-Chair ADASS Resources Network

2. Scope of this presentation • Financial pressures we face • Key points from the submission to the spending review • What can we do about it – areas to explore? • What can we do about it – working together

3. Financial Pressures We Face • Treasury has asked Government Departments to look at spending reductions of up to 25% • However, some services may be protected which means that other services will have to find more • What happens to spending on adult social care is not only down to DH but also DCLG and local authorities • It also depends on other funding sources: specific grants; Supporting People; benefits • Adult social care faces significant demographic pressures – 4% per annum • This means that we may be asked to find savings of 40% per annum by 2014/15

4. Adult Social Care submission to the Spending Review - context • Jointly agreed between ADASS and LGA as part of overall local government submission • Details can be found at:http://www.lga.gov.uk/lga/core/page.do?pageId=13748140 • Submission explains the funding of adult social care, performance record, our track record on making efficiencies, demographic pressures, workforce issues, potential for further efficiencies • Key section is (correctly entitled) Tough Choices

5. Adult Social Care submission to the Spending Review – some key facts • Total spending in 2008/9 = £16.6 billion • Income from client contributions = £2.2 billion • Net spending = £14.4 billion • In contrast, total spending on health, social care and relevant benefits = £120 billion • Only 12% comes from adult social care • Demographic pressures = 4% per annum • Survey: adult social care achieved 2.2% efficiency savings last year; 3.0% expected this year

6. Adult Social Care submission to the Spending Review – key arguments • Already meeting the expectations of the Government: services provided externally; significant use of the voluntary & community sector; focus on personal choice; radical change happening • We should be expected to deliver efficiency savings of 3% each year although this will be tough. May involve increased charging and restricting eligibility • Volunteering can help but not with intimate personal care • Not possible to achieve savings of 25 – 40% • No one has shown how that might be done • But there is scope to make bigger savings by looking at health and social care in the round • How the White Paper is implemented is crucial – prescribed pooling of budgets and joint commissioning?

7. What can we do about it – areas to explore? • Comprehensive agenda set out in Use of Resources in Adult Social Care • Examples cited in Submission • DH focus: telecare, crisis or rapid response, stopping using expensive inhouse services, more efficient assessment and care management, reablement • Health/social care: falls, continence, dementia, loneliness, stroke • Andrew Kerslake highlighting the importance of much wider variety of housing options

8. What can we do about it – working together • We do not have the right to despair. We will let down vulnerable people if we do. • We are going to have to be even more creative than we have been to date. It is possible to make genuine efficiency savings even if you are very efficient already • Isolated thinking will not be good enough • We need to engage with service users, carers and providers • We are in this together and must work together if we are to manage this as best we can • Resource Reduction Board – ideas and volunteers urgently needed

10. ADASS Business Unit Local Government House Smith Square London SW1P 3HZ Tel: 020 7072 7433 Fax: 020 7863 9133 EMAIL:team@adass.org.ukWEB:www.adass.org.uk