1 / 12

24 HOUR COMMUNITY SUPPORT TEAM, Corby, Northants

24 HOUR COMMUNITY SUPPORT TEAM, Corby, Northants. Context. 2002 – no purpose built home support service for younger adults with a P.D. But 2 res units choc a bloc with perm. residents Of the 4 people who moved out, readmission rate was 100%

kiril
Download Presentation

24 HOUR COMMUNITY SUPPORT TEAM, Corby, Northants

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 24 HOUR COMMUNITY SUPPORT TEAM, Corby, Northants KAT/KM MAR 2010

  2. Context • 2002 – no purpose built home support service for younger adults with a P.D. But 2 res units choc a bloc with perm. residents • Of the 4 people who moved out, readmission rate was 100% • Trad. Dom care the only choice which set people up to fail • Costly permanent residential care, no process to prevent perm admission KAT/KM MAR 2010

  3. The journey • Stopped all new perm res care, • Res unit closure – C.S.C.I. Requirements • Used stays as preparation for independent living • Obtained accessible 4 bedded flat, half a mile from res. Unit • Obtained “green light” from senior management to develop 24home care services • Obtained funding for acc. from T.H.B/S.P. KAT/KM MAR 2010

  4. The journey • Identified not only 4 transitions/ college guys but also existing long standing “hard core” residents who were up for moving out • Worked closely with the borough housing staff on a local level – obtained another 4 bedded flat on the same estate • Inherited 2 services with 2/3 staffing vacancies with a defunct remit giving a base budget of £300k KAT/KM MAR 2010

  5. The journey • Set up admissions policy, diverting people from perm res care and • setting up spot purchase arrangements with care management and • utilising the 2 community centres and the res unit for prep and cost effective packages • Then team were referred costly agency placements and placements that had failed – 1 customer had 20 diff agencies before team took them on KAT/KM MAR 2010

  6. The journey • Grew to £1.8 million service, with 3 registered services covering whole county • Excellent “enhanced service” from C.S.C.I. • On the verge of acquiring 6 bedded bungalow to offer prep for independent living in south of county • Delivering 3000 hours worth of service to 55 customers KAT/KM MAR 2010

  7. The Service • Service started from scratch so could recruit to a staffing structure that worked for the service and the right culture • Introduced new tier of post “community support worker” as well as Manager, Supervisor and Homecarer • Use sleep ins – a lot • Spot purchasing made us very efficient • Trained in specific issues for the service • Rota’s designed weekly to accommodate customers and staff requirements KAT/KM MAR 2010

  8. The Service • Careplans highly specific and full involvement of person • Goal setting crucial – working with not for • Will give notice on any service where a maid is required – will support on to P.B. • partnership working with others – eg, schools, vol. Bureau’s children's services, housing, benefits, colleges, travel agencies • Individualised times/cover – expectation that no cover between 10 – 4 – so, employment or day service or other must be sought • Reduced packages in only about 20% of cases – but what we do deliver is the support for a more engaged and fully involved lifestyle of their choice • Of 67 people in total the service has supported 3 moved back into residential care, 3 to other agencies and 9 on to D.P. or P.B. and 3 deaths KAT/KM MAR 2010

  9. The service Currently the service delivers: • Client contact hours: 1350 hours weekly • Client contact hours we are committed to:1350 hours weekly • Sleep Ins: 350 hours (35 per week) • TOTAL HOURS: 1655 a week • 4% DOWNTIME • 3.2% TRAVEL • 4.4% SICKNESS • 3.2% MATERNITY LEAVE KAT/KM MAR 2010

  10. What Went Wrong • Other County Council priorities – L.D. Reprovision • Serious budget problems 2005/6 • Management restructure • Domiciliary Homecare review restructured P.D. and Dementia as one service • Service lost a significant number of P.D. Customers in South of County who are now in costlier or residential placements • Very hard to manage in a flexible responsive way KAT/KM MAR 2010

  11. The Challenges • Costly packages due to high levels of personal care • Accommodation, accommodation, accommodation – often why residential care exists in the first place • No real drivers to provide specific services – no decent grant funding and serviced usually lumped with older person services where they only get pennies but there are millions of them KAT/KM MAR 2010

  12. The Challenges • Small numbers – most res placements are probably cheaper than a single occupancy care package • Majority of service not re able/re hab. Actually enablement • People with high levels of p.c. lose out • Classed as long term service not reablement • Supporting disabled adults in their parenting role • Being part of N.C.C. increases our unit costs – corporate recharges beyond our control and high – published unit cost is £22.45. Where as our unit costs would be more like £14.58 KAT/KM MAR 2010

More Related