SSRG Annual Workshop 7 April 2008

1. SSRG Annual Workshop7 April 2008 Anne Williams President, ADASS Risk and the life of the DCS and DASS

3. The Role of the DASS in 2008 • Responsibility for Adult Social Care • 50% of Directors have responsibilities for housing (commissioning and/or providing) • 40% Crime prevention, community regeneration, safer communities, neighbourhood services • 25% Culture, leisure, adult learning • 10% combine DASS and DCS role • Most are lead officer for health issues

4. What’s on our minds?The background realities • Demographic change • Rising numbers of people with long-term conditions • Changing public expectations • Personalisation and self directed care and support • Challenging resource environment (workforce and financial) • Commissioning as the driver for change • Integrated commissioning with PCTs (including practise based commissioning), Housing, Transport, Culture and Leisure • Integrated services with NHS and Housing

5. The Key Policy Developments • Putting People First • Green Paper • CSCI review of eligibility criteria • Review of Carer’s Strategy • Dementia Strategy • Valuing People Now and the transfer of commissioning of Learning Disability services to Local authorities • Adult Safeguarding • Housing Strategy for Older People • Darzi Review • World Class Commissioning • Performance Framework and Local Area Agreements

6. “The time has now come to build on best practise and replace paternalistic, reactive care of variable quality with a mainstream system focussed on prevention, early intervention, enablement and high quality, personally tailored services. In the future we want people to have maximum choice control and power over the support services they receive” Putting People First, December 2007

7. From Support and Care to Independence and Transformation

8. From Support and Care to Independence and Transformation

9. What are the challenges in achieving the move? • Training and culture of professionals • Lack of information and complexity of services / system • Developing / commissioning new types of services • Accurately costing services and resource management • Fears about risk to and by users / carers • Lack of advocacy • Lack of confidence in some users and carers • Changing demography • Challenging resources

10. Using our corporate roles The inverted triangle of care Community strategyEngagement, empowerment, environment, safety, housing, learning, culture and leisure Citizens All partners Preventive services, promotion and well-being policies Public services,Voluntary organisations,faith communities Promoting independence and preventing deterioration Individuals, families, communities Specialist care Direct users & carers Health, social care,housing Underpinned by re-ablement / recovery philosophy Source: All our tomorrows, - ADSS, LGA

11. Vision for Health and Social Care Centred on: • People and families, networks and communities • The environment people need to stay healthy • Outcomes and choices • Independence and control • Inclusion, citizenship and human rights • Broad view of well being

12. Summary • Transformation agenda now is a greater change than Care in the Community in the 1990s • Personalisation is a key feature in Government policy and is most advanced in adult social care • Scaling up from Direct Payments and Individual Budget pilots has risks and opportunities • Commissioning, individual and population based, will be the driver for change • Challenge of resources will not go away • We have great opportunities in our wider roles to influence prevention, early intervention and recovery

14. 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