Reablement Seminar New Connaught Rooms London 24 January 2008

SEFTON RE-ENABLEMENT WORKING TO ENSURE CONTINUED SUCCESS Cheryl Powell Head of Adult Services

AIMS  Sefton profile  New Directions Management Structure  Background  Competitive Advantages  Inherited Challenges  New challenges  Must Do’s to ensure success

AIMS  Snapshot of Data  Success to date  Relationship with Care Managers  Relationship with Contracts  Success for New Directions  What next for Re-enablement?  Conclude

SEFTON PROFILE  The population is currently 281,800 and the age profile of the Borough is older than for the country as a whole, with a greater than average number of people over 50 living in North Sefton  There are significant differences in the circumstances of those living in the North of Sefton compared to those in the South. Nine of our wards are in the top 10% most deprived in the country, which means that 27% of our population

SEFTON PROFILE cont’d  Whilst life expectancy has improved in the Borough as a whole, there is a three year gap for males and a two year gap for females between the most deprived areas and the Borough average  The total number of jobs in the Borough has increased by 8,500 since 1998

Management Structure

BACKGROUND  Pre 1997 Home Help Service  June 1997, Home from Hospital  November 2001 – April 2007, 2 Re enablement teams established and mixed economy of core developed  01 April 2007 – All provider services transferred to New Directions

INHERITED STRENGTHS – COMPETITIVE ADVANTAGES FOR RE-ENABLEMENT SERVICE  Well trained and skilled workforce  Occupational Therapist attached to each team  Evidenced good practice  Excellent reputation  Secure niche in the market

INHERITED STRENGTHS – COMPETITIVE ADVANTAGES FOR RE-ENABLEMENT SERVICE  Quick response  Facilitates hospital discharges  Reduces levels of care needed  Contributes to CPA, PI’s and star rating  Supervisors close cases

INHERITED CHALLENGES  Blocked care packages, bottlenecks in system.  Timely risk assessments  Revision of care plans, better quality of information from care managers needed  Medication management  Demand and Resource  Guaranteed contractual hours

NEW CHALLENGES FOR RE ENABLEMENT SERVICE  Smarter outcomes for service  Improve systems and processes  Increase activity  Incorporate new business opportunities

TO ENSURE SUCCESS, RE-ENABLEMENT NEEDS TO:  Market and promote  Inform Commissioning Strategy (JSNA - Connecting Care)  Responsive & flexible service  Professional trust  Communication/Information

SNAPSHOT OF DATA New Referrals (North)  October 2006 – April  April 2007 – October Closures no further care needed  October 2006 – April  April 2007 – October Transferred to Agency  October 2006 – April  April 2007 – October Total number of weeks (period October 2006 – April 2007) Ranges from 44 with 1 week only to 75 over 12 weeks April 2007 to October with 1 week only to 38 over 12 weeks

Occupational therapy Intervention Snap Shot August 2007 Total number of calls at start 195 Total number of calls at end 114 Reduction = 81 calls

SUCCESS  Shift in staff culture  Communication protocol  Staff involvement Focus Groups  Management accompanying care staff  Collating evidence  Effective use of staff time

RELATIONSHIP WITH CARE MANAGERS  Meetings planned  Consider ring fencing hours  Pilot in North Sefton, need to duplicate in South Sefton  Reduced number of defaults

RELATIONSHIP WITH CONTRACTS  Meetings to promote “new” relationship  New agreements needed  Effective communication

NEW DIRECTIONS – WORKING TOWARDS SECURING A SUCCESSFUL COMPANY  Embed company in Health and Social Care local and wider economy  Training plan to meet present and future training the needs staff. Life-Long Learning Organisation  Establish business relationship with competitors  Financial viability, budget management  Maintain strategic overview of Government legislation

WORKING TOWARDS SECURING A SUCCESSFUL COMPANY  Continue to work towards ensuring excellent communication with staff and involvement of staff  Investors in People  Work through ongoing culture shift  Recruitment and Retention  Workforce Planning  Generate Business Growth  Marketing & Publicity  Financial viability budget management

WHAT NEXT FOR RE-ENABLEMENT?  Explore work with PCT to provide a palliative care service and a continuing health care service (Joint Commissioning)  Provide long term care to existing re enablement service users who are self funding  Links with Community Matrons, long term condition  Brokers of care  Re configure work force

TO CONCLUDE  Re-enablement is successful  Proven service which has demonstrated it improves levels of independence  Cost effective  To continue to be successful and develop Re- enablement needs to continually improve and respond to the Health & Social Care Market  New Directions business plans in year 2/3/4 will focus on continued success for Re-enablement

‘the future belongs to the unreasonable ones, the ones who look forward, not backward, who are certain only of uncertainty and who have the ability and the confidence to think completely differently’

CONTACT Sefton New Directions Ltd Balliol House, Ground Floor Balliol Road Bootle L20 3LU Tel