The Great Brtish Care Awards are open for nominations.
Organised by Ceretas, the body representing people in home care services, the awards celebrate excellence across the social care sector, and pay tribute to individuals who demonstrate outstanding performance in their field of work.
Closing date for entries is 23 August 2010.
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Wednesday, 14 July 2010
Name change for IDeA
The IDeA’s name has been changed to Local Government Improvement and Development (LG Improvement and Development), in a move to update its brand.
The organisation comes under the LG Group, a constituent organisation made up of six different bodies.
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The organisation comes under the LG Group, a constituent organisation made up of six different bodies.
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Including carers in Wolverhampton
Wolverhampton City Council and Wolverhampton Primary Care Trust have developed a Joint Carer Strategy that reflects the priorities of informal unpaid carers in Wolverhampton.
It sets out a vision for carer services for the next three years.
The 2001 census identified 25,707 carers in Wolverhampton, 6,000 of whom provided at least 50 hours of care each week.
Approximately 3,500 informal carers are actually known at this moment in time.
A wide cross section of carers was canvassed for their views prior to drafting the strategy. Consultation activities included:
It sets out a vision for carer services for the next three years.
The 2001 census identified 25,707 carers in Wolverhampton, 6,000 of whom provided at least 50 hours of care each week.
Approximately 3,500 informal carers are actually known at this moment in time.
A wide cross section of carers was canvassed for their views prior to drafting the strategy. Consultation activities included:
- carers in employment involving staff members from the City Council or the Primary Care Trust who also have a carers role
- a stakeholder event that brought together Carer Task Group representatives and professionals
- two workshops at the Older People Partnership Board annual event
- feedback forms circulated at all events and also to all Carer Support Groups and Carer Task Groups
- a survey questionnaire sent out to 333 carers who had received a grant in the last financial year as part of the Carer Break scheme
- a questionnaire sent out to practice managers at all GP surgeries in Wolverhampton
- two combined Carer Task Group events that brought together members from Long Term Impairments, Learning Disability, Older People, Mental health and Parent Carers task groups.
The contributions made by carers informed the writing of the draft strategy, which was welcomed and endorsed by carers as a document recognising their caring role and contribution.
Carers have continued to be forefront in the final stages of strategy development. A Carer Strategy Group has been formed bringing together 17 carer representatives from all service areas. The group, with the carer support manager, are developing an implementation plan.
Commissioning initiative helps stroke care and prevention
The Joint Commissioning Unit (JCU) in Staffordshire is leading on a number of successful community based preventative services for potential stroke victims, and rehabilitation services for stroke survivors.
Working with the Stroke Association, South Staffordshire PCT, South Staffordshire practice based commissioners and the local Stroke Network, the partnership’s work is recognised nationally and regionally as best practice in helping stroke survivors to rebuild their lives.
Backed by three year government funding until 2011, their work consists of:
- Primary Prevention Service – increasing the service in South Staffordshire to provide information, blood pressure checks and lifestyle advice. An estimate of 3,000 people per year will be reached
- FAST (Face Arm Speech Take action) training – aimed at front line staff working in general practice to increase their understanding of what a stoke is, how to identify it, and the need for it to be treated as a medical emergency
- Communication Plus – providing a new model of support for individuals with communication disability, the scheme puts greater emphasis on supporting people to resume day to day tasks such as shopping and leisure activities
- Back to Life courses – a rolling programme of courses for stroke survivors and their carers, focusing on need. This may include coping with the psychological impact; understanding what a stroke is, and reducing risk; medicine compliance; getting back to work and relationships; and financial issues. The service aims to work with 200 survivors each year.
- Long Term Support Service – a two year project to support survivors and carers by setting up activity groups that will become self supporting by the end of the funding period.
- Workforce Planning – the JCU has commissioned ten days’ training to be provided by the Stroke Association to improve the skills of 200 care staff in residential and nursing homes.
Contact: Vanessa Pugh, County Commissioner (Long Term Conditions), Joint Commissioning Unit, telephone: 01785 854603 or 07815 167447.
Joint commissioning improves housing support services
Wolverhampton City Council, Birmingham City Council, Dudley Metropolitan Borough Council and Walsall Council, have joined together to commission services for adults with complex needs and chaotic lifestyles.
The four authorities have set up the Birmingham and Black Country Cross Authority Project (BBCCAP), and successfully commissioned a cross-authority housing support service for serially excluded adults.
The service aims to help vulnerable adults live independently and:
The four authorities have set up the Birmingham and Black Country Cross Authority Project (BBCCAP), and successfully commissioned a cross-authority housing support service for serially excluded adults.
The service aims to help vulnerable adults live independently and:
- acts as a preventative measure by helping service users avoid, for example, homelessness, entry into institutional care or clinical services, and the risk of re-offending
- reconnects service users to their own local authority area, re-establishing and maintaining their social and support networks
- ensures support services are delivered in response to individual needs, working with them to achieve independent living
- helps service users access preventative services and establish social links within the wider community.
To ensure the project’s success, the authorities developed a partnership agreement setting out the roles and responsibilities of each of the bodies involved and action to be taken if, for example, one of the authorities pulled out.
Provision of a seamless service is dependent on effective links between mental health, substance misuse and probation services across each of the four areas.
Top tips for efficiency free of charge
Improvement and Efficiency West Midlands (IEWM) has produced its top ten tips for achieving efficiency savings in council services.
The guide gives tips on how local authorities can access support from IEWM to secure real efficiency savings, helping them to manage their budgets and free up resources to reinvest in local services.
Andy Hancox, Director of IEWM, said: “This guide demonstrates how we have already supported over £40m of efficiency savings since April 2008 through our work on eAuctions, collaborative procurement, asset management, transformation and the improved commissioning of children’s and adults services.”
The publication is available free of charge.
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The guide gives tips on how local authorities can access support from IEWM to secure real efficiency savings, helping them to manage their budgets and free up resources to reinvest in local services.
Andy Hancox, Director of IEWM, said: “This guide demonstrates how we have already supported over £40m of efficiency savings since April 2008 through our work on eAuctions, collaborative procurement, asset management, transformation and the improved commissioning of children’s and adults services.”
The publication is available free of charge.
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RIEPS harness millions in local government savings
Regional Improvement and Efficiency Partnerships (RIEPs) have helped local authorities to deliver £321 million of efficiencies over the past two years, and will deliver up to £950 million savings by March 2011.
RIEPs were set up in April 2008 to assist councils and their partners in delivering better services by supporting their efforts to become more efficient, innovative and engaged with communities.
The Joint Improvement Partnership (JIP) is the adult social care wing of Improvement and Efficiency West Midlands (IEWM), the RIEP for the West Midlands region.
A summary of the collective achievements of the nine RIEPs in England can be found in RIEPs: A summary of key achievements – two years on.
Their priorities in 2010/11 include:
RIEPs were set up in April 2008 to assist councils and their partners in delivering better services by supporting their efforts to become more efficient, innovative and engaged with communities.
The Joint Improvement Partnership (JIP) is the adult social care wing of Improvement and Efficiency West Midlands (IEWM), the RIEP for the West Midlands region.
A summary of the collective achievements of the nine RIEPs in England can be found in RIEPs: A summary of key achievements – two years on.
Their priorities in 2010/11 include:
- a stronger focus on joint working between the RIEPs
- increasing support for collaborative and innovative procurement
- developing a more joined up approach to improvement and efficiency in local areas.
Care funding calculator continues to make savings
Adult care services in the region are on target to deliver efficiency gains of over £2.8 million through use of the Care Funding Calculator.
The free Excel based calculator creates greater transparency in pricing and provides more information for negotiating the price of residential and supported living.
Data includes price details of staffing, hotel places, overheads and other costs. The calculator gives care purchasers an indicative price for each element of their client’s care plan. The estimated cost is then used to negotiate a fair price with the supplier for the care package.
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The free Excel based calculator creates greater transparency in pricing and provides more information for negotiating the price of residential and supported living.
Data includes price details of staffing, hotel places, overheads and other costs. The calculator gives care purchasers an indicative price for each element of their client’s care plan. The estimated cost is then used to negotiate a fair price with the supplier for the care package.
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eAuctions save millions
Savings secured via the West Midlands eAuction programme total £20 million with some local authorities making a return on their investment of 70:1.
The eAuctions take place on line. Potential suppliers compete in real time by providing prices for goods and services under procurement, including home to school transport, ICT, office furniture and cleaning products.
This form of buying and pricing is a major strand of Improvement and Efficiency West Midlands (IEWM) smarter procurement programme.
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The eAuctions take place on line. Potential suppliers compete in real time by providing prices for goods and services under procurement, including home to school transport, ICT, office furniture and cleaning products.
This form of buying and pricing is a major strand of Improvement and Efficiency West Midlands (IEWM) smarter procurement programme.
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Savings through smart procurement
The West Midlands Procurement Hub is currently delivering savings of £3 million per year to local authorities in the region.
Set up by Improvement and Efficiency West Midlands (IEWM), the hub is an information sharing tool for procurement officers in the region’s 33 councils.
It gives them access to:
Set up by Improvement and Efficiency West Midlands (IEWM), the hub is an information sharing tool for procurement officers in the region’s 33 councils.
It gives them access to:
- a contracts database consisting of ‘live’ contractual arrangements that can be used immediately
- Collaboration Corner – an online matching service to find possible collaborative partners
- The Procurement Library holding a selection of standard documents and guidance
- an events and training calendar offering online registration to events
- The Society of Procurement Officers (SOPO) forum, to which procurement questions can be posted and answered
- Suppliers Corner where current tendering opportunities in the region’s councils are displayed.
Putting people first in commissioning
An overview of requirements for developing a robust local commissioning strategy is available on the new Putting People First website.
Information includes:
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Information includes:
- shaping and developing the markets
- co producing commissioning
- reviews focussed on results
- development of service providers
- home care and residential care
Information previously held on the DH Care Networks website has been transferred to the Putting People First site.
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Web based tool for planning and commissioning care
Planning4care is a web based tool provided by the Audit Commission to help councils, primary care trusts and care providers make informed decisions about future commissioning plans.
It helps authorities build a picture of the care needs of local populations, identifies areas of high and unmet need, links needs to service requirements and costs, and explores the impact of different scenarios.
The tool saves time and resources needed for data analysis and forecasting.
It also provides:
It helps authorities build a picture of the care needs of local populations, identifies areas of high and unmet need, links needs to service requirements and costs, and explores the impact of different scenarios.
The tool saves time and resources needed for data analysis and forecasting.
It also provides:
- local estimates of social care need and service requirements to 2030
- a strategic needs assessment summary report
- information on the potential impact of different decisions and changing demographic trends.
It builds on national models for long term care projections for older people, and learning disability and mental health groups.
Planning4care (Older People) for local authorities and PCTs starts from £5,000 for a strategic needs assessment report, scenario mapping, access to the website and a half-day introductory briefing.
Commissioning learning disability support
A booklet giving ideas and examples of how commissioners might respond to personalisation of services for people with learning disabilities is available free of charge from LG Improvement and Development.
‘Person centered commissioning now: a pathway approach to commissioning learning disability support’ helps commissioners examine what personalisation means for them, their organisations and the people they serve.
From April 2009 responsibility for commissioning and funding of social care for adults with learning disabilities was transferred from the NHS to local authorities.
The publication provides illustrations of what commissioners need to do to understand the individual’s needs, funding streams, and service design and self directed support.
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‘Person centered commissioning now: a pathway approach to commissioning learning disability support’ helps commissioners examine what personalisation means for them, their organisations and the people they serve.
From April 2009 responsibility for commissioning and funding of social care for adults with learning disabilities was transferred from the NHS to local authorities.
The publication provides illustrations of what commissioners need to do to understand the individual’s needs, funding streams, and service design and self directed support.
Read more
Joint commissioning framework for dementia
The National Dementia Strategy joint commissioning framework provides best practice guidance for commissioning dementia services.
It includes a Joint Strategic Needs Assessment template, summary of NICE and SCIE evidence for dementia services, commissioning levers against each of the strategy's objectives, and a summary of South East Coastal Strategic Health Autority dementia metrics.
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It includes a Joint Strategic Needs Assessment template, summary of NICE and SCIE evidence for dementia services, commissioning levers against each of the strategy's objectives, and a summary of South East Coastal Strategic Health Autority dementia metrics.
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Making commissioning work
An overview of different types and approaches to commissioning is given on the LG Improvement and Development website (formerly the IDeA).
It refers to the Department for Communities and Local Government definition of commissioning as a role “in which the authority seeks to secure the best outcomes for their local community by making use of all available resources – without regard for whether services are provided in house, externally or through various forms of partnership.”
It also describes the commissioning cycle as:
· gathering and analysing intelligence on need, supply and resources
· establishing priorities and service options
· engaging capacity to deliver and secure services
· monitoring, reviewing, improving and decommissioning.
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It refers to the Department for Communities and Local Government definition of commissioning as a role “in which the authority seeks to secure the best outcomes for their local community by making use of all available resources – without regard for whether services are provided in house, externally or through various forms of partnership.”
It also describes the commissioning cycle as:
· gathering and analysing intelligence on need, supply and resources
· establishing priorities and service options
· engaging capacity to deliver and secure services
· monitoring, reviewing, improving and decommissioning.
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Using JSNAs to improve commissioning
Advice on using joint strategic needs assessments (JSNAs) to inform local commissioning is available on the DH website.
Local authorities and PCTs are legally required to produce JSNAs to build a profile of the state health and well being of people in their local communities.
DH guidance on how to do this describes different stages of the process, including stakeholder involvement, engaging with communities, and gives advice on how to use the JSNA to improve local commissioning.
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Local authorities and PCTs are legally required to produce JSNAs to build a profile of the state health and well being of people in their local communities.
DH guidance on how to do this describes different stages of the process, including stakeholder involvement, engaging with communities, and gives advice on how to use the JSNA to improve local commissioning.
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Framework for commissioning
The commissioning framework for health and well being sets out the eight steps needed to commission health and care services more effectively.
Its purpose is to show commissioners how they can provide personalised services, promote heath and well being, prevent ill health, and work in partnership to reduce health inequalities.
Emphasis is on:
- a shift towards services that are personal and sensitive to the individual’s needs while maintaining independence and dignity
- a strategic shift towards promoting health and well being, investing up front to reduce the cost of future ill health
- a stronger focus on commissioning services and interventions to achieve better health, with the health service and local government working together to promote inclusion and tackle health inequalities.
The eight steps to effective commissioning describe how this can be achieved:
- putting people at the centre of commissioning by giving people greater choice and control over services and treatment, and access to good information and advice
- understanding the needs of populations and individuals by undertaking joint assessments
- sharing information more effectively in order to make the most appropriate decisions when commissioning
- assuring high quality providers for all services by developing strong, effective partnerships with service providers and engaging them in needs assessments
- recognising the interdependence between work, health and well being by improving employee health and well being, and helping people into employment
- developing incentives for commissioning health and well being services for example, encouraging PCTs and practice based commissioners to be more flexible in using NHS funds
- making it happen: local accountability by developing a single, national health and social care vision
- making it happen: capability and leadership by developing commissioning leadership and capability.
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JIP e- bulletin No.14 July 2010
Welcome
In this month’s issue of the bulletin we look at commissioning and the role it plays in transforming health and social care services.
Department of Health guidelines show how smart commissioning can be used to personalise social care by sourcing and providing quality information and advice for service users, helping them to exercise choice and control over the services they use.
Good commissioning isn’t just about procuring goods and services at the best prices and buying in bulk. It’s also about analysing and understanding the needs of organisations and service users, prioritising these needs and identifying resources to meet them, securing the appropriate goods and services, and continuous monitoring and evaluation – read our report on the DH framework for commissioning to find out how this works in practice.
Growing budgetary pressures have moved commissioning to centre stage.
The challenge facing councils is to ensure commissioning strategies reflect the priorities of preventing, reducing or delaying health and social care costs.
The JIP and Improvement Efficiency West Midlands (IEWM) will continue to help local authorities commission more efficiently and effectively by funding and implementing a range of initiatives including training and the Procurement Hub.
Wendy Fabbro
Acting Director of Adult Social Care Herefordshire Council
& NHS Herefordshire PCT
In this month’s issue of the bulletin we look at commissioning and the role it plays in transforming health and social care services.
Department of Health guidelines show how smart commissioning can be used to personalise social care by sourcing and providing quality information and advice for service users, helping them to exercise choice and control over the services they use.
Good commissioning isn’t just about procuring goods and services at the best prices and buying in bulk. It’s also about analysing and understanding the needs of organisations and service users, prioritising these needs and identifying resources to meet them, securing the appropriate goods and services, and continuous monitoring and evaluation – read our report on the DH framework for commissioning to find out how this works in practice.
Growing budgetary pressures have moved commissioning to centre stage.
The challenge facing councils is to ensure commissioning strategies reflect the priorities of preventing, reducing or delaying health and social care costs.
The JIP and Improvement Efficiency West Midlands (IEWM) will continue to help local authorities commission more efficiently and effectively by funding and implementing a range of initiatives including training and the Procurement Hub.
Wendy Fabbro
Acting Director of Adult Social Care Herefordshire Council
& NHS Herefordshire PCT
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