1. Overview and Scrutiny, Coordinating and Call In Committee Personalisation Presentation 3 March 2009

2. A Paradigm shift towards the role of commissioning From –Process orientated –Focussed on purchasing –Reforms largely structural & numerous ! –Procurement insufficient on its own –Improved understanding of needs and communities To –Establishing clear and joint priorities & tackling inequalities –Commissioning for health & social care gain –Working with markets for transformational change –Focussed on delivering health outcomes –Direct impact on population health and well-being –Ensuring best returns on investment for all

3. The UK Population is projected to increase significantly over the next 10-15 years The number of those aged over 65 will increase by almost a third by 2020 South Tyneside Population

4. Expectations

5. Expectation will create demands for new and higher quality services As the numbers grow, demand for care will increase, creating a need for public services but also for informal carers such as family and friends “There are now 17 million baby boomers marching towards retirement with a huge set of demands and clear expectations of what they want in retirement….” Age Concern 2004

6. Baby Boom and Age Wave 1946-1964 Source: U.S. Census 1930 1940 1950 1960 1970 1980 1990 4.5 4.0 3.5 3.0 2.5 2.0 Birth in Millions

7. Current System Unfair –Lack of consistency and rationing –Lack of choice and control Lack of clarity –Lack of understanding of the system which is complex and complicated –Multiple funding and assessment procedures Value for money –Lack of early intervention –Balance of services focussed on what we provide as oppose to need and choice Outcomes –Are reduced as a consequence

8. What are we doing? The current system is not sustainable Therefore we are committed to a 2 stage strategy –Transformation through Putting People First –Care and Support Green Paper

9. Next Steps Focus on Change management challenge Tools and technologies Professional roles cultures and work force development Commissioning and market development Performance Policy and legislation

10. Risks and challenges New systems are disruptive Resilience required Growth involves changing minds To spread and grow new ideas, demand and supply, pull and push, need to be connected

11. PUTTING PEOPLE FIRST – WHY DOES THIS CHANGE THE CARE AGENDA Introduces Personal Budgets Self Directed Care Provides user choice Admits we cannot fund everything

12. OUTCOMES Improved health Improved quality of life Making a positive contribution Freedom from discrimination or harassment Economic well-being Personal dignity

13. Work area boundaries

14. What we want to achieve Supporting people to remain in their own homes Universal information, advice and advocacy Common Assessment Process with greater emphasis on self assessment Social workers spending less time on assessment and more on support, brokerage and advocacy Person Centred Planning and self directed support to become mainstream

15. What we want to achieve cont. Telecare viewed as integral not marginal Personal budgets for everyone could include NHS resources Direct Payments utilised Family members and carers to be treated as experts and carer support provided Transformed community equipment based on retail model

16. What we want to achieve cont. Integrated working with children’s services Support for at least one local user led organisation Promoting dignity and minimising risk of abuse Win hearts and minds of Stakeholders Support for at least 1 local user led organisation

17. What this means Shift focus away from intervention at the point of crisis To a proactive preventative model centred upon improved well-being with greater choice and control

18. Personalisation Overall Model Screening Exit Advice & Information Sign Posting Contact Assessment Enablement Crisis Intervention Supported / Sect Assessment RAS Support Plan Review Risk Assessment / Management Panel