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Anne Hagan Head of Commissioning & Contracts Brighton & Hove City Council

Anne Hagan, Head of Commissioning & Contracts at Brighton & Hove City Council, outlines the current budget landscape for adult social care services, emphasizing the need for transformation to meet changing demands and provide better care. The focus is on integration with healthcare, prevention, personalization, and maximizing independence through smarter commissioning. The vision is to create a primary care home model to enhance health and wellbeing, with partnerships and collaboration driving improved outcomes and resource utilization.

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Anne Hagan Head of Commissioning & Contracts Brighton & Hove City Council

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  1. Anne HaganHead of Commissioning & ContractsBrighton & Hove City Council

  2. Council Budget

  3. Adult Social Care Budget • ASC Current Gross Budget £105.3 million (Savings delivered: £16m over 5 years) • Savings target 15/16: £7.14m • over next 4 years: £22m • 90% of services purchased in the independent sector

  4. Current Spend in the City Spend on health and social care services: approximately £420m CCG - just under 50% of budget is spent on acute services (£316 million per year) Adult Social Care - 50% of budget is spent on care homes ( £105 m per year)

  5. Changing Demand Ageing population More people with complex needs Resource intensive

  6. Local Care Market People have increasingly complex needs Costs are rising Providers exiting the market New Providers: LA can’t place Home Care providers: volatility in the market The Living Wage

  7. Care Market - A plan Demand Capacity Fees

  8. Influencing the Direction…… • Better Care: Integration with health • The Care Act • Value for Money – Opportunities for smarter commissioning

  9. The Vision • Prevention: Keeping people well • Personalisation • Core Business: Safeguarding/ Helping people maximise their independence • Joined up services - maintain quality

  10. Doing things Differently Build on existing partnerships: Integration with Health • Prevention • Emphasis on reabling care • Coordinated care – less duplication • 24/7

  11. Better Care Umbrella

  12. Priority for Brighton & Hove: Frailty • Frailty- not just about age • Reflects Brighton and Hove demographics& complexity of need – mental health & substance misuse, homeless, more people with multiple health conditions • Test out in one GP Cluster

  13. Brighton and Hove Current Configuration of Services

  14. Brighton and Hove Future Configuration of Services

  15. The vision – A ‘primary care home’

  16. The bigger picture

  17. Why integrate?

  18. The vision – What matters to you?

  19. What does it mean for people using services?

  20. What does it mean for adult social care?

  21. Support for providers • Involved in MDTs • Involvement in decision making • 7 day working • Level of need: support required

  22. Improving health and wellbeing: the new architecture………. Sometimes it feels like .......

  23. Health and Wellbeing Boards Nice, see you in three months • Key leaders work together to improve H&WB • The public should experience more joined-up services • The Board will encourage commissioners to work in a more joined up way

  24. Partnerships: Why Bother? • Better outcomes for people • Better use of resources • We are in this together - transparency • Work with providers/ community & voluntary sector • Build relationships, agreed ways of working • Challenge current processes • Engagement with wider partners/ co-production

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