The ADASS Perspective Terry Dafter

1. The ADASS PerspectiveTerry Dafter

2. The Care Act is part of a wider agenda and must be seen in context • Care Act – delivering the most significant change in the legal framework, funding and provision of adult social care for 50 years • Integration – Better Care Fund and Pioneers accelerating joint working and new models of care. Technology Fund supporting capacity building across sector, with a focus on interoperability. • Personalisation – increasingly putting the citizen at the heart of the system, in control of their care and support • Prevention – exploring ways to reconfigure services to manage increasing demand

3. The Care Act in a Digital World Current Position Future Position User at the heart of the system, with the same level of customer service/ interaction as in other areas of life ASC professionals and providers embracing technology as a key part of getting the job done A fully joined up information ecosystem within health and care, including other critical agencies Use of big data: effective prediction (through analytics) and prevention (pre-emptive interventions) Dynamic market, open to innovation • Systems designed with the provider/ commissioner in mind, not end-user • Too many paper based processes in health and social care • Risk averse cultures leads to little information shared between professionals or systems • Traditional market model, with small number of suppliers focusing on council back office systems • Use of apps under-developed at a time of innovation

4. Recent Stocktake of Authorities • Areas of Concern • Workforce • Communications • Affordability • Informatics

5. Care Act Cross-Cutting Themes New functions Funding reforms DPA Cross Boundary Working Technology supporting information flows across agencies Information Governance Implications for data sharing, consent models, access to data and applications and services across networks. Transparency Being open and transparent about rules, processes and outcomes Informatics Skills Training and support for workforce development Leadership & cultural change Supporting transformational change • Scale: • Large number of self‐funders coming into the system • Much higher volume of data and information stored for longer • Case for replacing any manual systems with technology and investment in online assessment Need for reduced admin burden e.g. pre‐population of data • Personalisation • Online information and assessment • Improved links to advice and care records • National consistency • Eligibility criteria • Deferred payments

6. In terms of Informatics For 2015/16 For 2016/17 How data flows across health and social care system to the benefit of the individual and the professionals Need to develop an IT and informatics service that supports drive to person-centred care, portability and optimum system efficiency. This will come with a cost – particularly in terms of systems being compatible both within and between local authorities. • Case recording • Managing Deferred Payment Administration • Provision of online information and advice. • ADASS confident this is on track, though there is some uncertainty in cases where local authorities may be in the middle of changing or upgrading their systems. DH – Leading the nation’s health and care

7. Need to be brave and take the opportunity • We should head towards a world of: • Fully automated business processes • User portals transacting online • On-line assessments, reviews and transactions • On-line access to health and social care record • Joined up health and care ecosystem including independent sector transferring data seamlessly • User in charge of their data • Wider use of bespoke apps to encourage self-care

8. Engagement with suppliers