Implementing the Care Act from a Partnership Perspective

1. Implementing the Care Act from a Partnership Perspective Stuart Poynor, CEO, Staffordshire & Stoke on Trent Partnership NHS Trust Nichola Glover-Edge, County Commissioner, Care Act Accountable Lead, Staffordshire County Council

2. Overview • Setting the scene in Staffordshire. • Integration of Health and Social Care. • Implementing the Act (Part One) in Staffordshire – our approach. • Preparation for Part Two of the Act.

3. Staffordshire Context • Serves over 1.1m people • Currently provide social care to 18,022 adults (14/15) and spends approx£214 million per annum • Commissions 4 provider organisations to deliver adult social care

4. Staffordshire Context • Staffordshire and Stoke-on-Trent Partnership NHS Trust- Older People and People with a Physical Disability • Independent Futures- SCC – All age disability service • North Staffs Combined Healthcare NHS Trust- Mental Health • South Staffordshire and Shropshire Healthcare NHS Foundation Trust- Mental Health

5. About the Trust • Around 6,100 FTE health & social care staff • 3 operating divisions in Adult Services North & South Divisions including: - 32 Integrated Local Care Teams • Community Intervention Services (inc. LIS) Specialist Services Division - Community Hospitals • Offender Healthcare • Dental Services • Lifestyle Services • Sexual Health (inc. Shropshire, Telford & Wrekin and Leicester, Leicestershire & Rutland Sexual Health Service) • Children’s Services Directorate

6. Population of over 2.4 million people (1.1m in Staffordshire) • Community and specialist health services across Staffordshire and Stoke on Trent • Adult social care services across Staffordshire County South Staffs, Cannock, Tamworth, Lichfield, Stafford, East Staffs, Newcastle Under Lyme, Staffs Moorlands • Provider of Sexual Health Services Shropshire, Telford & Wrekin Leicester, Leicestershire & Rutland

7. Our Integration, journey so far • Joint Business Case for Integration Dec 2011. • 2012 Transfer of 1,100 Adult Care Staff. • Creation of the largest Integrated Health and Social Care Trust. • 2015 Review and next phase of the agreement – transformation and new care model.

8. Governance Structure

9. Trust Vision, Values and Strategic Goals

10. Care Act • If you want to know why the Care Act will be so important to people, read the first sentence in the first paragraph of the statutory guidance:  • The core purpose of adult care and support is to help people to achieve the outcomes that matter to them in their life. • In fact if you look at the very first line, first paragraph of Part 1 of the Act itself you will read; • The general duty of a local authority, in exercising a function under this Part in the case Of an individual, is to promote that individual’s wellbeing. • These two sentences capture very quickly the whole purpose of this new Act. The expectation of outcomes that are person focused and not service focused; and the statutory duty of the LA to promote people’s wellbeing through care and support planning.

11. What does the Act and Guidance say ? • ‘The vision is for integrated care and support that is person-centred, tailored to the needs and preferences of those needing care and support, carers and families’ - Care and Support Statutory Guidance 2014 • Sections 3 ‘A local authority must exercise its functions under this Part with a view to ensuring the integration of care and support provision with health provision and health-related provision’

12. Implementing the Act • Partnership, cooperation and integration need to be key components of a local authority’s strategic approach. • This may be with a range of organisations and occur in a number of ways - Planning and commissioning, Assessment and information, Care delivery, Quality assurance. • Crucial for implementation of the Act.

13. Implementing the Act • Difficult start • Leadership • Programme approach • Understand where the expertise is • Support and challenge each other

14. SCC Responsibilities • Set the strategic context • Understand the cost implications • Understand the potential demand for social care • Set out what are we prepared to pay for • Commission:- advocacy, prevention, IAG, Carers, social care assessment& planning • Establish policy, procedures and systems relating to the financial aspects of the plan • Manage market and provider failure • Safeguarding • Manage the access to social care- Staffordshire Cares • Following impact assessments- negotiate and review all section 75’s and agree costs

15. Provider Responsibilities • Activity and impact assessment using financial and demand data produced by local authority • Activity and impact assessment of new requirements of Care Act • To utilise the new flexibilities and opportunities that the Act brings to drive more efficient ways of working • Workforce development • Assessment & Support planning • Personal budgets and direct payments • Operational policies and procedures

16. Governance (Care Act Practitioner Lead)

17. Where are we now? • Jointly scoping Part 2 • Multi Agency approach • Co-designing the programme of work • Utilising each other skills, knowledge & expertise

18. Finally • Partnership, cooperation and integration are key to our implementation of the Care Act • Central to our everything we do is a focus on the person and helping them to achieve their outcomes and promote their own wellbeing.