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Prevention and Demand Management

Prevention and Demand Management. Working Together – to develop the way forward Cllr Heather Smith. Prevention Strategy. The story so far Janet Doran Assistant Director Community Services. Journey to date –. Consultation and engagement Customer Forum Stakeholder events

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Prevention and Demand Management

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  1. Prevention and Demand Management Working Together – to develop the way forward Cllr Heather Smith

  2. Prevention Strategy The story so far Janet Doran Assistant Director Community Services

  3. Journey to date – • Consultation and engagement • Customer Forum • Stakeholder events • Strategy developed and agreed • Fair and Equitable Funding Formula • Decision to halt work in the Summer

  4. Customer Forum

  5. ‘‘An important job had to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody’s job. Everybody thought that Anybody could do it, but Nobody realised that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done’.

  6. Prevention Customer Forum Where Next?

  7. Troubled Families Money Healthy schools Housing Prevention Clinical Commissioning Group Welfare Benefits Health & Wellbeing Board. Under Twos money Health watch

  8. Why Healthwatch • Health watch are likely to be involved with locality groups and health and wellbeing fora • They will have access to other organisations and customer / user groups • This will enable us to access specialist groups of customers fast, to support the forum knowledge • Access to research and models of good practice

  9. What we give back in return • A group of customers who have expertise in prevention services • A voice within the prevention agenda • A sharing of information • Work together to make sure the customer is heard with in localities

  10. The Big Idea

  11. Our Idea May Deliver

  12. How It Works

  13. Assessing and Monitoring

  14. Out Come • Save money. • Less duplication. • Services delivered in a targeted way. • Less layers of hierarchy. • Local focus. • Customers get joined up working and organisations work together . • Services are appropriate to local need.

  15. Finance Update Jon Lee LGSS Strategic Finance Manager

  16. A Year in the Life of the Medium Term Financial Plan

  17. 2012-13 to 2015-16 Balanced Medium Term Financial Plan • Council Approved Budget February 2012 • First ever fully balanced four year MTFP • Backed up by robust, detailed proposals

  18. Eurozone Crisis Double-Dip Recession Problems Not Going Away Continuing Austerity Banking/Credit Crises

  19. Economic Indicators GDP – slow recovery Deficit – continued austerity Debt – continues to increase! Inflation – return to 2% target

  20. Greater Demand Reducing Income Increasing Gap National Funding Outlook • Graph of Doom? • Innovation • Strategic Partnerships • New Ways of Working • Opportunities

  21. Clouds on the Horizon.... LONG TERM FORECAST FOR LOCAL AUTHORITY EXPENDITURE LOCAL IN YEAR PRESSURES BUSINESS RATES RETENTION REVISED SERVICE ASSUMPTIONS E.G. DEMOGRAPHY & DEMAND Balanced 2012-13 to 2015-16 MTFP LOCALISATION OF COUNCIL TAX SUPPORT RESERVES AND RISK FURTHER AUSTERITY MEASURES COUNCIL TAX ASSUMPTIONS CONITNUING UNCERTAINTY IN ECONOMY

  22. Ongoing austerity – 2018? • High levels of national debt • Stagnant economy • Uncertain direction of global economy • Impact of funding changes unclear • Spending review Autumn 2013 • General Election 2015 Light at the end of the tunnel? Sunshine or train headlights?!

  23. The Way Forward Janet Doran and Andrew Jepps

  24. Budget Proposals 2013-14 Total Budget Reduction - £2.531 Million • 10% Reduction Children’s Centres • 10% Reduction Housing Support Services • 25% Reduction Third Sector Infrastructure Support • 12.5% Reduction Small Grant Provision • 15% Reduction Older People Services • 10% Reduction Carers • 10% Reduction Youth Provision

  25. What Is Still Relevant in the Current Strategy • We remain accountable for services to the most vulnerable, but must explore with our partners the most effective and efficient ways to deliver that support (Page 3)

  26. We still : • Want to work with local communities • Have to make considerable savings • Want to make an impact on preventing children, families and older people from needing high cost services (Page 4)

  27. Still Relevant... There is reduced spending for social care and health services The population of the County is growing and changing which means there are more people that will need help There is evidence that prevention services can help people with less resource and give better outcomes. (Page 9)

  28. What People Said... People want much easier access to local support with just one place to go with better information sharing to avoid multiple assessments Access to specialist knowledge and skills when they are needed is important There are opportunities from working in collaboration There is support for local decision making and the idea of a funding methodology (Page 9)

  29. The County Council and partners will concentrate on commissioning prevention and demand management services which achieve the following: Families and individuals are helped to avoid a crisis that could lead to needing specialist services; Target spending more effectively towards the needs of those on the edge of care; Provide strong evidence of the impact that they have in reducing the needs for specialist services. Helping families and individuals to “step down” into universal or low level targeted support services (Page 10)

  30. Children and Families Continuum

  31. Adults and Older People Continuum

  32. Helping you to help yourself Universal Services Universal Services Targeted Prevention Support Low level Intervention High Level Intervention and Re-ablement Lead Professional Practitioner from relevant discipline Lead Professional not required Universal Services Specialist Services Universal Services Lead Professional not required Additional Needs Lead Professional from statutory specialist service Complex Needs No identified Additional needs

  33. ‘Working Together’

  34. Social Care Staff CCL Staff Contracted Services Other Statutory Services Vulnerable individuals/families/communities Business Systems Data Performance Information

  35. Thinking So Far... Recommissioning is likely to produced a Significant Change More Skilled Generalists Being Clear about what additional support will be needed Working closely with health to commission together

  36. Commissioning Proposals Three Strands • Children and Families • Vulnerable Adults • Frail Elderly

  37. Intended timelines for Commissioning

  38. Reflection and questions • Please note any queries on post it notes and place on boards • Responses to questions will be published on Prevention Website

  39. Working Together • Group Discussion – based on focussed commissioned areas • Identifying outcomes – making a difference • Next steps for working together

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