Presentation is loading. Please wait.

Presentation is loading. Please wait.

Michael McCue Joint Improvement Team Action Group

Similar presentations

Presentation on theme: "Michael McCue Joint Improvement Team Action Group"— Presentation transcript:

1 Michael McCue Joint Improvement Team Action Group
‘Complex Needs Supports – Working Together’ JIT/MHD Regional Event Beardmore Hotel and Conference Centre, Glasgow Michael McCue Joint Improvement Team Action Group 1

2 Introduction and Scene Setting
National Working Group – Service Modelling Exercise Key Service Characteristics JIT Capacity for Change Programmes Related Work-streams ; N.E.S / M.C.N./ S.A.Y.I.G./ P.M.L.D./ Service Transitions / Future Service Demand

3 Learning Disabilities Complex Needs
ISSUES OF TRANSITION for young people with learning disabilities plus other complex needs Dr Sally Cheseldine JIT Associate

4 "Why is it so difficult to put (good transitions) into practice"
Mittler, 2007.

5 Who? What does a good Transitions Process look like? What range of services is required? Who pays? Evaluation and review

6 Issues: Consistency of definition; Age cut off
WHO? "LD plus complex needs" Issues: Consistency of definition; Age cut off Robust data; Out of area

7 National/local agreement on definition Sharing information
WHO? - RECOMMENDATIONS National/local agreement on definition Sharing information Health Boards responsible for regional data Forward planning/role of Public Health

8 ONE plan: Start at 14th birthday Named person in C/F & Adult services
WHAT DOES IT LOOK LIKE? ONE plan: Start at 14th birthday Named person in C/F & Adult services Annual reviews/planning meetings Good communication/information Clear budget plan Examples of good practice

9 Information for families User involvement Adult services MUST engage
SO: Clear Pathway Funding clarity Information for families User involvement Adult services MUST engage

10 Jointly funded; local; Person-centred; effective Trained workforce
RANGE OF SERVICES: Jointly funded; local; Person-centred; effective Trained workforce

11 Move from out-of-area: Bridging?
FUNDING? Move from out-of-area: Bridging? Innovation Rainy-day pot?

12 Key service characteristics
EVALUATION & REVIEW Key service characteristics

13 Changing Demography of people with learning disabilities
MANAGED CARE NETWORK Changing Demography of people with learning disabilities Dr. Michael Brown Lecturer and Nurse Consultant Edinburgh Napier University and Elaine Kwiatek Project Manager Learning Disability MCN

14 Aims of the presentation
Overview of demographics issues Overview of health needs evidence Workforce issues Challenges and opportunities for the future

15 The wider determinants of health

16 Wider issues – Poverty & learning disabilities
‘Poverty can increase the risk of a child having an impairment… Having a disabled child can also mean that parents find it harder to maintain full-time employment, their housing can be inadequate for their child’s needs, and expenditure on basic needs is increased.’ Prime Minister’s Strategy Unit, 2005

17 Changing demographics of the learning disability population
Estimated 120, 000 children and adults with intellectual disabilities in Scotland – few ever in hospital Projected 11% increase over next 10 years Increasing learning disability subpopulation Ageing learning disability subpopulation Increasing number of people with complex learning disabilities People with learning disabilities have greater health needs Health inequalities exist and need to be addressed Health needs never historically addressed

18 What the evidence tells us…
Pre term infants with multiple disabilities Foetal alcohol syndrome disorder ADHD Autism Spectrum Disorder Increasing numbers of people with complex physical disabilities Increasing numbers of older people with complex needs and end of life care needs Changing demographic phenomenon Therefore increases at both ends of the lifespan 18

19 Common health needs Gastrointestinal disorders Respiratory disease
Cardiovascular disease Epilepsy Cancers Haematological disorders Ophthalmic disorders Musculoskeletal disorders Accidents and trauma Additional care needs due to: - Autism Spectrum Disorder Communication disorders Challenging behaviours Mental illness

20 For example…. The UK Nursing Workforce
The UK registered nursing workforce, as with many others in the developed world, is ageing. In in 10 was aged less than 30 years. One in three was aged 50 or older. Over 200,000 nurses on the register were aged 50 or older in (Buchan, 2009) Some learning disability nurses can retire at 55 creating a workforce gap Reflected in the workforce as a whole?

21 Workforce Planning in a Context of an Increasing Need for Services
At the recent RCN Learning Disability Nursing summit Professor Carpenter, National Director for Special Educational Needs, stated that there are now 950,000 children with learning disabilities in the UK, a 25% increase in the past 5 years. The number of children with profound and multiple learning disabilities has increased by 29 % over the same period. Children of today – adults of tomorrow…. The UK is facing an unprecedented rise in the number of children born with learning disabilities, according to a prominent government expert. Professor Barry Carpenter told an RCN summit of leading learning disability nurses that the increase is mainly due to the growth in the number of children born with fetal alcohol syndrome disorder(FASD), and better survival rates among premature babies. 21 21

22 What has this got to do with people with learning disabilities?

23 Equality, inclusion and outcomes & the sweety shop
Look and not touch? Equal access to health & social care will present challenges for the future Access & support has to lead to equal outcomes & wider inclusion Enabling access to services has to lead to person-centred care & outcomes

24 Changes in demand for support
Increases in lone parent families Increasing rates of maternal employment Increases in % of older people with Learning Disability where parents have died or are frail Changing expectations among families regarding the person’s right to an independent life

25 The situation currently
Co-morbidity will increase, with greater prevalence of gastrointestinal disorders, pneumonia, sensory impairments, epilepsy, dental disease and osteoporosis in the LD population – the list goes on Increasing demands on mainstream healthcare systems that are struggling to effectively meet needs now and will do so in the future Increasing demands on specialist health and social care systems now and in the future ? Policy mismatch - increasing demand V decreasing funds

26 Addressing the challenges of the future today
The Numbers of People with LD is increasing and will continue to increase The level of healthcare needs experienced by people with LD is increasing and becoming more and more complex Workforce demographics Knowledge, skills and experience of the workforce Models of care to meet changing needs Funding mismatch Learning from previous experiences of joint working There’s been a 25% increase in the numbers of children with LD in the past 5 years (Parrish, 2010) There’s been a 29% increase in the numbers of children with PMLD (Parrish, 2010) People with LD are ageing and presenting with complex ageing healthcare conditions requiring specialist nursing interventions such as Dementia and Alzheimers Disease. People with LD have a higher risks of coronary disease and treble the risk of dying from respiratory illnesses (Elliot et al. 2003). 26

27 The Need for Learning Disability Practitioners in the Future
There is a clear need for specialist learning disability practitioners in the future HOWEVER… The role and function will be one of knowledgeable and expert practitioner who can educate, assess, plan, coordinate, safeguard and deliver evidence-based interventions for a population with high and complex care needs

28 The future direction?

29 Scanning the horizon to identify need and plan for the future

30 Where we want to get to …

31 Any questions?

32 Developing the workforce in Learning Disability services
Tommy Stevenson Educational Project Manager NES

33 Project objectives Scottish Government funding through Equally Well monies looking at health inequality and implications for workforce: Analyse data on the educational needs of current workforce linked to models of care Work with partners to identify existing educational provision and identify gaps short, medium and long term Produce a report for consideration by partners on the future direction of learning disability health services and workforce needs Commission appropriate educational resources

34 Strategic drivers Same as You Promoting Health Supporting Inclusion
Health Needs Analysis Scotland Better Health Better care Equally Well Health for all Children Inequalities in Health Ready, Willing and Able Self Directed Care and Personalisation Autism Strategy ?

35 Principal care groups Transitions (child to adult, adult to older)
Children, young people and adults who challenge services People with long term and complex health conditions e.g. ASD, dementia, syndrome specific Multiple care needs General health care Older people services

36 Initial activity Project Management Group Steering Group
Development of task and finish groups: Transitions Primary/acute care Specialist services Third sector Education providers

37 Current picture Complex and ongoing work streams:
JiT- Commissioning and integration in practice with strategic planning QIS-A broad range of work streams (Tackling Indifference) SAY national group- Reviewing and discussing all aspects of learning disability services including health Learning disability and Co-Morbidity- Reviewing complex needs and mental health MCN- models of care, partnership, integration and commissioning A risk of duplication and being disconnected

38 Educational Solutions for Workforce Development- Factors for success?
Clarity of problem/issue that needs solving and clarity that the solution is educational Workforce solutions are part of a bigger picture Clearly linked to policy and service development agenda Engagement and buy in Impetus for implementation – targets and commitments (noting unintended consequences) Realism. achievability, and sustainability Scope, focus and reach Synergy with other initiatives

39 Consulting with workforce
Initial Task & Finish Groups Targeted Focus Task & Finish Targeted Response Transition Acute/Primary Care Acute/Primary Care Mental Health and Learning Disability Complex Needs Transition: Child to Adult Managing knowledge requirements Complex Needs Complex Needs Education providers Third Sector The focus in consultation was to develop achievable and sustainable solutions to priority workforce concerns for people with a learning disability Third Sector

40 INTER-CONNECTING ACTIVITY Managed Knowledge Network
People with complexity in care present with highest risk across the age range Enhancing all areas of workforce on positive health supports statutory, voluntary and independent sectors A need for a skilled workforce across all agencies in managing complexity Essentials for Complex Need Generic health services focusing on acceptability, accessibility, responsiveness and developing initiatives which reduce risk and vulnerability Access to information which is up to date, informative and signposts to similar activity, skills development opportunities and knowledge enhancement Managed Knowledge Network Specialist services which support and enhance practice sustaining people in their own communities Joined up strategic intent Person centred care and support as the driver for service delivery Developing initiatives which can bridge a broad range of priorities are more flexible, sustainable and, importantly, adaptable

41 General Health Care Develop a workforce with shared understanding of the ‘vulnerable patient’ across primary and acute care Support the workforce in identifying ‘champions’ in primary and acute care Develop peer support worker model (Service users & Employment opportunities)

42 Third Sector Look at current educational needs of social care staff
Current education programmes are they regulated and quality assured Gaps in workers’ knowledge and skills in meeting complex needs

43 Children and Young People
Leadership Partnership Managed care Collaboration of partners Mapping into existing programmes System to share best practice, map into existing initiatives and develop a single point of access.

44 Complex Needs Meeting the needs of people with profound and multiple disabilities Building capacity and capability in evidence based/informed interventions to work with people with challenging behaviours Developing workforce capacity and capability to understand and respond to meeting mental health needs Support to increase workforce capacity and capability to deliver evidence based psychological therapies through training, clinical supervision and infrastructure support Develop a ‘new to’ or ‘essential pack’ on working with people with complex needs (encompassing values, attitudes, person centred focus) Develop a managed knowledge network

45 Agenda to date National conference Strategic position
Visible leadership Workforce challenges Discussion: Integration across services Complex needs and multiple disability Shared education, examples in practice Complex need and a changing workforce Models of care/support

46 Investing Developing/commissioning educational resources/programme:
Complex needs – The Essentials Managed Knowledge Network ( learning disability) Positive Behavioural Support Model - learning Disability Nursing/Allied Health Professions (Developing Capability/Competence)

47 Managing information Most organisations know lots of things but they don’t always know what they know Managed Knowledge Networks represent a dynamic approach to bridging the gap between “knowing and doing”, enabling people to link learning and practice. They operate by actively engaging people in building communities and managing knowledge resources in specific areas of practice An electronic portal to support using information to improve care accessed by all partners Information flows across boundaries

48 Lessons from the south!! Evidence in relation to current workforce concerns highlight we are not: Building around service needs and skills required to deliver them Well integrated with service financial planning (Critical) Holistic in its approach Responsive to service changes and development Supportive of multi-agency training and education

49 Lessons from the south!! Fragmentation of planning
Lack of leadership and management ownership Training and education weak across agencies Career structures poorly informed

50 Thinking workforce Service user The ideal in workforce development

51 Maximising workforce capability
Developing a shared strategic agenda Sophistication in workforce information management Detailed and informed commissioning Being clear about knowledge investment and linking to models of care Developing a financial plan which prioritises learning and compliments a partnership with colleges, HEI’s and other institutions/organisations

52 Leading workforce in difficult times
No tweaking around the edges Transformation in workforce is required A focus on quality, safety and value for money A focus on innovation and change Look at the long term challenges and opportunities Retain the skilled and talented through the lean years Designing a workforce for the future

53 Origins Intentions Outcomes
Service Transitions / P.M.L.D. / Complex Needs Intentions Local / Regional Perspectives Generate Key Issues / Challenges Generate ‘potential’ responses Outcomes Inform work of JIT and related work-streams Produce brief Regional and National Reports Promote Local / Regional ‘networking’

Download ppt "Michael McCue Joint Improvement Team Action Group"

Similar presentations

Ads by Google